Dr. Xavier Pavie - Responsible Innovation Is the New Retention Strategy

What if the greatest risk in the AI era is not moving too slowly, but moving too quickly without sufficient reflection?

In this episode of the People/AI Strategy Forum, Sam Reeve speaks with Dr. Xavier Pavie, Business Philosopher, Professor, and Founder of The Imagination Center, to examine why responsible innovation is becoming a defining factor in both leadership effectiveness and long-term retention.

As artificial intelligence accelerates decision-making and organizational change, many companies are prioritizing speed and efficiency. However, without thoughtful reflection, this pace can lead to misalignment, weakened culture, and the erosion of trust among top performers.

Dr. Pavie offers a different perspective.

Retention in the AI era is not solely driven by compensation or technology adoption. It is shaped by how leaders think, how they make decisions, and how they balance innovation with responsibility.

For organizations navigating rapid transformation, this conversation provides a more grounded and strategic framework for leading through complexity.

In this episode, we discuss:

• Why innovation extends beyond technology into human systems and behavior
• The distinction between responsibility, accountability, and liability in leadership
• The risks associated with prioritizing speed over thoughtful execution
• How responsible innovation influences retention and organizational trust
• The role of philosophical thinking in modern business leadership
• Why stepping away from immediate challenges often leads to better decisions
• How shared purpose enables alignment across diverse teams
• The importance of creating space for strategic reflection

Key takeaway

Retention is not only a function of incentives or policy.

It is a reflection of leadership judgment.

When innovation is guided by responsibility, clarity, and human awareness, organizations do not simply move faster.

They move with greater intention and long-term effectiveness.

Mont Blanc Massif Executive Retreat

Dr. Xavier Pavie also leads an exclusive executive retreat in the Mont Blanc Massif, designed for senior leaders seeking clarity and perspective in a rapidly evolving environment.

This is not a traditional seminar. It is a structured, immersive experience that combines physical challenge with strategic reflection.

The five-day program includes:

• Guided alpine hiking across glaciers with experienced mountain professionals
• Small, curated groups of senior executives
• Practical exercises in shared responsibility and leadership under pressure
• Direct exposure to environmental change and long-term impact considerations
• Evening workshops grounded in philosophy and leadership reflection
• A deliberate separation from daily routines and digital distractions

The objective is to provide leaders with the space to reassess priorities, refine judgment, and approach innovation with greater clarity.

This experience is best suited for:

CEOs and senior executives
Leaders navigating complex, high-stakes decisions
Individuals seeking a broader perspective on leadership, AI, and organizational change

To learn more or inquire about participation:
https://www.xavierpavie.com/

Connect with Dr. Xavier Pavie

Website:

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About the People/AI Strategy Forum
The People/AI Strategy Forum explores how leaders navigate the intersection of people strategy, leadership, and artificial intelligence. Hosted by Sam Reeve, Founder & CEO of CompTeam, the Forum features conversations with executives, practitioners, and experts shaping the future of work.

Learn more about CompTeam and the People/AI Strategy Forum at compteam.net.

Transcript

Sam 0:00

Retention strategy isn't the AI era. It's about speed. It's uh, about wisdom. It's about how we apply business psychology when technology accelerates change. Top performers stay when innovation is ambitious, human and led with reason. That's what really keeps there. So welcome to the People Strategy Forum. Sam Reeves, your host, and CEO of comp team, where we help organizations design people-centered total rewards that help attract, retain, and motivate top performers. And today's topic is responsible innovation. It is the new revolution, the Renew retention strategy on how to keep top performers when AI changes everything. And our guest today is Dr. Xavier Pavi, business philosopher and professor at the Essex School of Business and founder of The Imagination Center, a leader in the field of responsible innovation. His work bridges philosophy, imagination, and innovation, and he's spent years helping refine and define responsible innovation in academic settings and applied settings in the business. What makes this conversation especially important today and compelling is the executive experience connected to Dr. Xavier's Alpine and business philosophy retreat on the massif. a is basically a small group of, of exclusive CEOs that combines a physical ascent. Business strategy, reflection, and a view from above to help leaders rethink for themselves the world that they're shaping. That experience is a powerful metaphor for responsible innovation in this new AI age. So let's welcome Dr. Xavier Pavi, welcomed pa.

Prof. Xavier Pavie 1:58

Thank you. Thank you very much for, uh, having me. It's a great pleasure to be, to be with you today.

Sam 2:04

Yes. And so, uh, Xavier, as we kind of get into the topic here today, uh, so the first thing you know, I'd just love to, to introduce you more 'cause I've known you, I've known you for, for years now. but, but for our audience, uh. talk a little bit about what brought you to this path of, of helping or helping organizations really how to connect philosophy, imagination, and innovation. What led you to this?

Prof. Xavier Pavie 2:33

Thank you very much, uh, Sam, which is a, a very important question and I'm in that field for years, maybe decades now. Um, I have two background, one background in business, master degree in business, but I have also master degree in philosophy. And then I did my PhD in philosophy and, uh, the very important. Point to me it's to understand the question of innovation. Just to give you two or three things. Innovation comes from a Latin word, which is in no worry. So when you look at innovation, we have to split in two parts in as we use in English inside, but actually it's a Latin word and it means insight and no vision. It's super important for your podcast, for your clients, and so on and so forth is dedicated to change. So when you look at the term, the word innovation. On one hand in as inside, innovation as a change. What does it mean? It means that innovation is change inside. Whatever you can do, you're gonna change inside for specific reason, which is to survive. How could I survive? Only if I'm gonna change myself inside. It could be for myself, as I just said, as well as it could be for a company, for an organization, how is it possible to survive without change inside? Definitely impossible. So basically my first topic is understanding innovation, change insight. The question behind that, it's to what extent innovation could be. I would say confi, uh, confiscated or I would say just for. Technology, ai, and so on and so forth. Definitely it's important and when we talk about innovation, everybody will talk about ai, will talk about new technology, Teslas basics and so on and so forth. But definitely is not just that. Innovation is for hr, innovation is for operation management. Innovation is also for every single compartment into the company when you need to change yourself. Inside the company or yourself according to new external factors. So basically, if you have a new competitor, the question's not just about a new product or a new service, but also the question of how could I adapt myself inside myself in order to survive? So this question is a philosophical question. The first time we used the term innovation, that was more than 2,500 years ago. In Greece, in Greece, in the south of Athens, there is a, a new approach, a new organization by the consular of the kings of Athens. The name of the guide is Xfo and Xfo. Give advice to the kings of Hatan in order to, not to get a new product or a new service, but to organize in a better way. In a better way, the way to be more productive, to be more effective. Any, use the term kenia in Greek. In Greek meanings that it's innovation. So actually innovation and philosophy. They have the same ground. And the question to me for decades now is how could we combine both? And to, to stop here, we can call it responsible innovation because when you change something you cannot do at whatever the cost for people. Human as well as for the planet for political issue and so on and so forth. So basically, the mix of innovation and philosophy will find a common point, which is responsible innovation. And I've been nominated in 2012 by European Commission in order to define what responsible innovation could be.

Sam 6:42

Yes. And I, I'm, I, I love how you bring the connection between re what responsible innovation is. It's, it's not just, reacting or, or seeing what the new innovation or what the new products are around us, but it's really taking the, the, how do we change as a human? How do we change as a leader? uh. To with that, that innovation to, uh, make that a stronger, a stronger ethical connection. So what, what, what brought you to, to understand that there is, that, that important connection that need to be there, that, uh, that stronger ethical, uh, connection with, with innovation and the change that a leader needs to take to, to ensure that that is responsible for the organization.

Prof. Xavier Pavie 7:27

Is, and, and, and sorry for that, but I need to go back again to the Latin world, so the ology of the world of responsibility. Where does it come from? We understood innovation in a world, but responsibility come from another Latin world, which is re, re means that I will be responsible of what I've done. So basically for many, many years, innovation and responsibility. Okay. What I've done, I need to take the responsibility of it. It's in English, as you hear in French, but basically in English, it's sometime a bit more easy to say because. You have different words that we don't have in French, for instance. You have accountability, you have liability, you have responsibility. And the three what are super important because responsibility means that, okay, according to what I've done, I need to take something. I need to take an action, I need to repair or I need to do something. But being a accountable is a bit different, and being liable is different. The question is not about what I've done in the past. The question is what can I do now and what can I do for the future? That is why we can mix both innovation meanings, that what can I do in the futures and responsibility, what to what extent I'm responsible or accountable or liable of what I'm gonna do. So in a company for a leader for instance, you cannot imagine some the numerous time that I need to go in that kind of simple, basic definition for every single CEO's, comms, uh, direction committees, and so on and so forth, I need to explain clearly in a very simple way to CEOs leaders. Guys, what is responsibility for you? It's not just about what you've done, but also what you're going to do. And how could you give the responsibility of your team, your managers, how actually you explain them, being responsible, being accountable, being liable, and about what, what you've done or what you're gonna do. So it's absolutely simple. Many, many, um, I would say seminar have done is mostly dedicated to. We have to understand responsibility and what I'm doing for that. I use philosophical text. Many philosopher use the stem analogy of what is responsibility. If, for instance, I need to use, um, uh, uh, an American US uh, philosopher, it could be John Rhodes, for instance. John Rhodes is one of the key figure of. What is responsibility? It's not just about that. For instance, the first philosopher born in US is Hal Waldo Emerson. Emerson was the guy who define responsibility as an individual. What can I do for the society? What should I do for society, for a company, for my city, and so in my community and so on and so forth. So basically we need to go back to that kind of philosopher. First step, let's share a text of Halal Emerson about the self-esteem. What does it mean? The self-esteem? It's absolutely linked to responsibility. What about responsibility and justice with general? For instance, so with CEOs, with leaders, we go back to these kind of fundamental text to understand responsibility, and while everybody understood that we can move on. Now, how could we spread that into my companies with my leaders to also attract new leaders? Let me just give you an example. I'm working with talent acquisition leaders or talent acquisition directors in many companies. One important key point, it's not about the last AI version they have in a company. It is not about the last iPhone or Samsung. They're gonna get not at all what they're talking about human. They're talking about the human relationship into the company. The talent acquisition directors, they spend all their time to recruit people, to recruit person. Talking about the human relationship into the company. And for that we have to talk about philosophy. What is the relationship we want to develop, we want to get, so that's an example of how is it important for, for, for, for leaders to understand it.

Sam 12:08

That's very, thank you for bringing that in. But now let's, let's jump into the, the, uh, the alpine business philosophy experience that you provide, uh, executives. Now, I know you've been able to attract, uh, some, several very, uh. Very notable, uh, high level, uh, CEOs to attend your, your events. And, uh, you know, for those future CEOs to be able to rub elbows with that those important people and that have developed such successful businesses is, is such a, an, a great opportunity. Now this retreat is described as more than a mountain journey, but it's the ascent of both the, the body and the mind. that physical effort with deep reflection. So why is this kind of experience such a powerful way to help executives think differently about innovation and responsibility and, and developing that next phase of their business?

Prof. Xavier Pavie 13:05

That's a, a very good point about this kind of retreat or seminar. It's something I've done and actually it has been, uh, actually a request, a need by other CEOs leaders to say, okay, I'll. Could we get it? How could we do it? Let me explain to you in a couple of words. What I've said since the beginning of our discussion is understanding innovation, understanding responsibility, but the question behind that is how to feel it. How to feel it. Firsthand experience and firsthand experience. It's to be responsible of something grounded, I would say. So, for instance, this seminar is dedicated to feel both. The first one is to go into the, the, the huge mobile massive, and it is five days just walking with more hiking than walking, but it's not climbing, it's more hiking. It's quite intense, but it's not climbing. It's more important to understand this notion of hiking, which is we're gonna use ropes, we are going to use, uh, crampons, we are gonna use our gear, but it's absolutely safe. It's absolutely simple and accessible for everyone. But when you do that. You're gonna be responsible of someone. For instance, when we work on the glacier, for instance, and we are gonna go through a massive glacier, for instance, with a huge hole of the glassier. You can feel the responsibility that you have because you're gonna be in charge of someone else. Most of the time, we're a group about 10 people, so we are gonna have two or three, we call it the the, which is, uh, different people, many people, two or three people per rope, and then they're gonna be responsible of the one in the front of you as well as the one behind you. It's super simple, but important to do it. Then another expense you're gonna get, it's to see the climate disaster, so the climate disaster through the melting glacier. So you're gonna experience that firsthand experience again, because you can see actually how the glacier was so high. Just one decade ago. And how is it today? So it's another perspective of responsibility. It's not just the responsibility of your body, the front of you are behind, but but also your responsibility as a human into the massive glacier. The question behind that, it's how could I feel it? How could I express it? That is why. On the evening into the refuge, we have like a workshop. And into that workshop we go back to what I said previously. We are gonna read some philosophical text. Philosophical text. So many discussion we're gonna have and that is why we are too, to do it. First one is the guide. We have a High Aries guide, absolutely amazing one. He climbed Everest. He is a, he is, um, he is a producer of many movies for the mountains. He was with the lady who climbed the first fourteens peaks high than 8,000 meter. So it's absolutely experience guide with a full of experience to express, to explain, to guide you into the glacier as well, with the crampons, when we have to hike on the evening and on the other side it'll be myself when I'm gonna give like a workshop dedicated to philosophy to feel. Okay. What did you experience today? What is the responsibility that you feel as a person, but as a human too? So we are gonna do that for five days, quite intensive, not quite easy, so accessible to everyone, but a very amazing, um, amazing good experience.

Sam 17:04

Yes, I've, I've been on the, uh, Marta glass there with, with that, on that hike, and you were mentioning how the glacier has shrunk over the years and just gotten lower and lower into the canyon. And it's quite shocking, you know, when we think about that in that perspective. And so I think this is, this definitely gives us a, the right setting for the, the mindset that we need to have as a, a leader of our, our future business. And now the other thing that, that I think is super compelling. Is that, uh, you know, many executives out there are looking for that opportunity to meet with some of their peers, meet with, uh, some, uh, peers of larger companies so that they can understand where, um. Where they can take their organization. But you take this to a step further where they're, they're actually tethered to, to a couple of executives on each side of them working hand in hand on, on, uh, on a, in a different context, uh, out of familiarity from both of them. And so this, uh, brings a hu. A whole new level of connective, uh, connectivity and networking. So I think that's a, it's an excellent idea and it, it is a, a great way to put leaders into the mindset that they need to have for those important discussions at the end of the day, uh, when you were, uh, bringing those exercises in. So, Xavier, I'd like

Prof. Xavier Pavie 18:24

de definitely. Yeah.

Sam 18:26

go ahead.

Prof. Xavier Pavie 18:27

No, no. Actually what you, what what you mentioned is very important because every single CEO's leader or whatever, they talk all the time about guys, you have to go outside of your comfort zone. It's important to understand what are behind the boundaries, to push the boundaries. But most of the time it is just talk. You know, for the very first time we are gonna put leaders, speakers together and say, guy, this is the boundaries, this is the uncomfortable zone. So push yourself not just physically, but mentally with peoples that basically they're your peers. You can interact with them and together you're gonna push your comfortable zone.

Sam 19:08

Yes. And I, I think that's a, it's a, uh, that new setting, uh, provides leaders with a, a new way to express their, their, their fears, their uh, their ego, uh, goes away in situations like that when they're, when they're forced to, to really. Take the pressure of a situation in they can bring that innovation back to work is, which is what is that, that learning back to, to the workplace, which is, can be, uh, uh, transformative for their, for their organization. But, uh, what I'd like to ask, uh, Xavier is, is when, when you've worked with these, these, uh, leaders, these CEOs from, uh, large companies all across Europe, when after the event, what, what is the feedback you've heard from them?

Prof. Xavier Pavie 19:56

Is, uh, two form, uh, of feedback or shape of feedback. The the first one is, uh, the, the, what I've done in experience is, okay, I want to come back with my team because what I felt, actually, I want them to feel it. I want them to have this experience as well. So most of the time they come back with their own team. And the second one is, uh, what is the next step? What is the next step? And. It might not be. In the mountain, it could be traditional inner office. How could I continue it? Because the point is when you do a seminar, a traditional one, most of the times you go back to your office and it's done in that way. What we've organized, it's to do 70 a point of contact work. So the point of contact worship, to be honest, that was not my idea. It was an idea of one of the guy there. He said, okay, how these very small groups, we can still to be in touch even though we are in our office in Paris and we can meet and interact with each other. The purpose is to continue to have the feeling we got when we went to the mountain and to bring it back into the city, and that's super important, Sam. The point to me is not just to get an experience, an amazing one. It's not something quite hard to do to organize. The point is how could we make sure the leader will fit it and they will bring it back into the office, which is the most important part point, and that is why I said all the time. At the end, the journey starts now. The journey. Start now. What you are, what are you gonna do? Thanks to the experience you had. So thanks to the experience you had, you can transform your company, you can transform your leadership team, you can transform it. You have to spread it. Don't hide what you've done, spread what you've done, because you should explain into the details what you've, what you felt when you were into, into the mountain. So that is why this experience is super important to what you said at the beginning. To attract people, to retain people, to developed people is just a human experience. What we ask to them, it's to come to the mountain. They don't use their smartphone. They can take a couple of pictures on the evening, they can check their email, but basically you cannot do it for safety reason. You cannot do it because you don't want to do so at the age of artificial intelligence, at the age of algorithm and so on. What if we don't have the human relationship? Definitely we should keep it and we should strength it, and to do so, there is no better experience than to have this kind of interaction.

Sam 23:00

Right. And I think that's, you know, that that brings back the, the, the importance of the, the humanity. Humanity and connections with others. But I, I'd like to talk about a particular. Scenario or as not a, an experience that I've had with you, Xavier. And, and I know we, we've done some many clients together in a similar setting and, and I've learned a lot of things from you. So, so as far as, uh, and I think that, uh. Executives can learn the same. One of the big things is that in many companies there's a, a conversation about artificial intelligence and it's dominated by efficiency. And, uh, one thing that I've learned from you and, and uh, our previous climbs is that, you know, you have to start out. I mean, it's when, when you're going up the mountain. a, you have to go to the, the top. I mean, you, you can't start off in a sprint. to keep a certain pace, uh, a pace, uh, so that you can, uh, have the endurance to get to the top and not burn out. And I think there's some parallels to, to how companies are, are viewing artificial intelligence today. What, what are the, the types of learnings and that you think that is a parallel there and what, what executives should be? Watch out for as they're bringing on new technologies.

Prof. Xavier Pavie 24:19

If I may you, you forgot a couple of things. Super important. We don't share the same language and my English is not super good as well as your French. It might not super good as. Well, we want together. Go to the submit. Third thing, we missed the submit the year before. So actually because of, due to the, the, the, the, the climate change and so on. But we didn't do it. We were prepared to do it and we didn't do it. So basically we failed the first year. So actually, and on the top of that, you are, to be honest, you are a better lamber than myself. Uh, you were born in a, in a mountains, so your altitude sickness, you don't fit it. So basically if you look into the paper. We were not supposed to go together on the top of European, maintain mobile. We were not supposed to do it long wage. The the shape, the what we fail. Um, we don't, we don't live in the same country. At the end of the day, are those two people are going to just submit together? The answer is no. And we did it. We did it. Do thanks to probably the difference we have and the same vision and objective we had. I wanted to go there for the first time of my life as well as yourself. So we were absolutely motivated and it's, it's very costly actually. So we were very motivated with the same vision, regardless the language, regardless, the complexity, regardless. We felt first year. We did it. So it is absolutely an amazing learnings from whatever the complexity you can have in a team. So in a teams, you can have so different people, so different language, so different point of view. But at the end, if the common goal is absolutely clear and there is zero place, zero room to challenge the common God, everybody can do in the same way. And that kind of feeling I wanted to express to all the leaders that wants to come and to experience it, how to share the same common goal, which is something that you have in your guts and you want to, to transform it.

Sam 26:39

Yes. So, so as we are thinking about the, the context of this, this event um, what, what are some characteristics of leaders that you, you think, that should attend? Is there certain things that, uh, that people are stuck on or certain mistakes that you see leaders make, uh, when they're trying to humanize their, uh, their organization? Given the AI transformation, what, what do you think is this, this event best for what type of executive?

Prof. Xavier Pavie 27:15

Yeah, what, what you mentioned about AI is, is super important because I don't know any leaders, CEOs that they don't have ai. Each time when they wake up, uh, what is my next, my next job for myself, for my company. So actually I know that I'm gonna be hurted by AI in a way or another one. So basically every single minute I need to think about it. And I don't know actually the final, the final path, but. It doesn't mean that you have the step back, the distance in order to think about ai. The question is not to be behind your screen all day long between and beyond algorithm new ai, new generations that most of the time leaders doesn't understand because actually it's a bit too complex to understand everything. So the question is. What AI means for my company, what AI means for me. So that's very simple examples that we can bring to this kind of workshop and seminar. For instance, when I'm talking about responsibility on the evening or into the glacier or whatever. Bringing AI topic into the workshop, it's absolutely relevant because it means that what could I do for that? It's what we call it imagination. The imagination is something that you can get when you are not into your business or into your work. Imagination will come over when you have a step back, when you have a distance. So that is why what we are looking for, for this seminar, this retreat, it's seasoned experience leader actually is the one who has a huge question that it's not very easy to get an answer. We need to be able to. Have what we can call it, a new fresh eye, a new point of view. And to do so, you have to challenge yourself. Put yourself outside of your, uh, daily job, daily work, daily routine. And then you can see it as you mentioned, Sam, um, of running the Imagination Center I've created 15 years ago. And. One of the purpose is to bring speakers international, very known speakers, to talk about their own imagination. No one, I, I probably, I invite, invited more than 200, 200 speakers. No one told me I got the super idea or I got the solutions or to fix my problems behind my computer or behind my screen. No one they said. I play with kid. Uh, I did it. When I do my sport, I did it. When I talk with my family, I did it when I walk many, many times when I walk. Uh, that's, uh, very important to understand that how to fix and I to fix a problem is not to be stuck with the problem. It's counterintuitive. Definitely counterintuitive. Most of the time you truly believe that, okay, I need to fix it. I need to fix it. I need to fix it. No. The question of ai, it's a huge problem for everyone, and you cannot fix it when you be stuck with ai, and it's for every single thing. I want to reshape my organization. I don't know how to reshape it. The point is not to be behind your PowerPoint and to find this way, this way or this way. Definitely not. The question is, how could I step back to think twice? But in a different perspective was about my organization. So whatever the question you have, the complexity of the questions the best way to do, it's not something new, right? The psychological studies demonstrated for years, actually for decades, that how is important to do it and. The, the learnings of philosophy helps you to question in a better way. That's basically the purpose of philosophy. How is it possible to question in a different way? How is it possible to challenge myself to question myself? That's the beauty of philosophy, which is the first step to become a philosopher is how could I question? Important question, why we do the thing we do, why we do the thing we do with ai, why we do the thing we do with, uh, new organization in my companies, my new retention strategy, my new talent acquisitions strategy, and so on.

Sam 32:09

Yes. And so I think that is, uh, the big takeaway for our session today for our leaders listening in is the, the, the big thing is to, if you are stuck on a problem or if you're looking for innovation or that new idea. You need to step away for a moment to remove yourself from that, that, uh, day-to-day grind in the business and think about, uh, and, and take time to think strategically. think that's important, and I think a lot of leaders know that, but they, they forget it.

Prof. Xavier Pavie 32:40

No, it's, uh, it's absolutely what you've done, what I just said. Uh, everybody understand that and everybody knows that the question is now how to do it.

Sam 32:49

Right,

Prof. Xavier Pavie 32:49

Uh.

Sam 32:50

exactly. So kind of to, to wrap things up today, uh, we've explored a powerful idea in the AI age. Responsible innovation is not a soft add-on. It's a strategic discipline that needs to be harnessed. And, and I want to put the double underline, the responsible, as part of that innovation, we need to think about the right step forward instead of just rushing into the void. when, when leaders create this space for reflection, they widen their perspectives. And innovation with ethical clarity comes in that, in that gap. So it's important to ensure that you're taking time to really think strategically. Once again, Xavier, thank you so much for bringing this, this, uh, conversation and it's always exciting to talk to you about these types of things. Uh, I think it's, it's such an important conversation right now when we have, uh, we're, we're facing AI and humanity and how to move forward with both of those. And that's a, um. thank you for the opportunity for this, this new event that you have in, uh, the Mount Blanc Massif. I think that is, uh, an exceptional opportunity for executives out there. And if you happen to be one of those executives listening in and you would like to learn more, I'll definitely provide information. But, uh, Xavier, I believe you have a website for the initiative, is that correct? How do people sign up?

Prof. Xavier Pavie 34:14

Yeah, definitely, definitely. Yeah. Yeah, definitely. We have a, a full description of the event. Um, and of course I'm definitely open to answer every single question.

Sam 34:25

Great. And how can people find you or connect with you?

Prof. Xavier Pavie 34:29

Um, uh, I'm in every single, um, I would say social network. Uh, so it is very easy to find me, and I'm gonna share the, the website there is, I have one website with my name, xavier vy.com, um, where I put some different information dedicated to that, but I'm gonna share as well with you the link, uh, that maybe you can share, uh, with your audience.

Sam 34:54

Excellent. Well, uh, will do so if, uh, for leaders listening in, they'll, you'll see the, the details in the show notes and you'll, uh, have that at the bottom of the page here. So, but one thing is, if this episode has helped you in any way, make sure that you subscribe, rate, and send this to a colleague of yours that, that needs a little bit of adventure in their life, that needs to take a break and, uh, find that the new next thing for them, that to create that mental space. I want you to ask yourself one question this week. You know, are we moving too fast or are we moving wisely? So it's important for us to, to reflect on, on how we're moving and so that we don't into the wrong intersection. it's important. All right. For everyone listening in, uh, to the People Strategy Forum. Thank you. And we'll talk again next week. All right. Take care.