So that was the taxic response from from a taxison

of emphasize, this is the right decisiona i says that chris that one meetin said to me, i made the right im definitely made to right decisions to lead his company as well. But it's resad ye,

not everybody is going to celebrate your your new opportunity. Another area that, unfortunately, i think we're going to see a lot of turnover in the next 12 to 18 months, are heads of diversity, equity and inclusion. I think a lot of organizations brought in people, they didn't give em a budget. They didn't give em a team and those vigials are trying very hard and spinning their wheels m and they don't have the executive support. And unfortunately, i think that's the next wave that we'll say. I saw a linkton up date this morning from one of my team, or one of my friends, who moved on to a new d i rollsorgan see more. Am of those a times. Thef situations,

i'm seeing that too. And i'm hearing it in our conversations off line. Not many are talking about n the pockas, as you can imagine, a as well. But ae asking you the can i

nony ba he liti, but

they're in gemando. Rcause i they was like aduring thes of the black li mater and the george floyd a fellit. Lot o companies were just trying to tik the box. And they were like, bringing in heads of dan, but they're bringing him into a culture that isant inclusive, and and, and, as as you said, not the budget, the backing, and they're kind of destined to fail at that point. And at less, i agree, thinkn, that's unfortunately. N, we're ging to see a lot more of that.

So i have several friends who, a, ad have already changed jobs, or they've left, they've left some organization. So am for advice. Am, think about what your negotiation for yourself, your package, your exit package, is going to be. I think that's incredibly important. And give yourself some time to have some space to think about what you want to do, and not just have to jump to the next opportunity. So am, you know, six months a year or more, depending upon a, if you environment, if you can, yes. I mean, honestly, if i was a d i am expert, and i was in an organization that was toxic, and i had experienced herassment, discrimination, all the things, i would be going to my c o and saying, hey, you are going, you're in a world of hurt. Like, if i ifi go live with this information, it's going to have some implication. So let's work out a deal that keeps me quiet and you happy, so that we can both move forward. Because some ijs, i think our personal brands are really important. And so if we can come up with an amicable agreement to to move on, and then hopefully that seo we'll be able to learn from their behaviours, or not. Im it is, ok. I'm giving everybody permission it's ok to do that. Like, you gave it. Youre all if that company to try to fix that organization, our priority should be ourselves. Soou you don't need to endure that. And i don't think it's a failure. If it doesn't work, you need to take what you've learnt move on to the next place.

Yet. And sho shouldn't feel guilty about ia, no,

no, because every white man is doing that. And in the executive world, they're negotiating an exet package. That is a normal thing for executive so whether you're a female or a person of color or other protected group, negotiate that package. Sign what you need to sign if you feel comfortable, but make it worththat that you feel satisfied, and then move forward with with your learnings. Or not. If you want to go another way, that's you're your prerogative.