I think that's a great reality that we're dealing with is that is an age-old problem from the dawn of times.

We've had people congregating and have someone in front and someone behind is the reality that buy-in is required.

And the person responsible for communicating the buy-in is the leader.

In order to do that, and I'll just pull off of

Simon Seneca, providing the why.

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All right, everybody, we have a treat today. We have doctor and professor Heis Gibson, who's also a retired colonel in the military. So, Professor Gibson, thank you for joining us today. We really appreciate it.

No, thank you for having me. I'm excited about the conversation. Yes, likewise. So how would you get it started by telling us a little bit about yourself and what you do?

Not a problem. And so I think the thread, the bomb on in front is service is a part of my background, having served the nation for a quarter of a century.

And then during that time, I had the opportunity to serve the next generation by teaching at West Point a couple of times, which leads me to what I'm doing now at the Harvard Business School as a professor, teaching the world's amazing future leaders, and then also some of the world's most amazing executives. And so serve as a high, high point. And then I really focus on what I would call operational leadership, because I really care a lot about people,

how we manage to think about talent development processes because everything's a process.

And big ideas are amazing, but if you don't have anyone who can actually do things, we're kind of challenged. And then understanding in the current environment, because we're operating

...