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MPW Summit 2020: Working Towards A Better World - Creating External Change

October 02, 2020 00:00 AM UTC
- Updated September 07, 2021 19:43 PM UTC

Sallie Krawcheck, Co-founder and CEO, Ellevest Leighanne Levensaler, EVP, Corporate Strategy, Workday; Managing Director and Co-head, Workday Ventures Kelly McGinnis, Chief Communications Officer, Levi Strauss & Co. Mala Singh, Chief People Officer, Electronic Arts Lisa Skeete Tatum, Founder and CEO, Landit Moderator: Maria Aspan, Fortune

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Hello and welcome to this special session of the Fortune, most powerful women community. I'm fortunate. Senior writer Maria Aston, thank you for being with us. Our conversation is presented in partnership with Workday. Thank you for partnering with us to make this event possible. This afternoon. We're delving into how organizations are working towards a better world with companies becoming increasingly a part of the conversation around social justice, advocacy and Ally Ship. It's an important and very timely conversation and I want to welcome our discussion guests today. We have Sallie Krawcheck, co founder and Ceo LMS. Leanne Levinthal er Executive vice president, corporate strategy Workday and managing director and co head Workday Ventures Keli Mcginness, Chief communications Officer Levi Strauss and company Melissa Singh, Chief People Officer, Electronic part and lisa screw tatum founder and Ceo landed. Thank you all for being here Before we start a reminder that this is an interactive session. So we'd love to hear from you today. Please place your question or comment in the chat function. We can read your question for you or if you'd like to come on camera and ask yourself, click on the request to share audio and video tab on the upper portion of your screen. If you do come on camera, please be sure to state your name, title and organization. And finally, just as a reminder that today's conversation is on the record and with that collective started, I'd like to start by going off of something that Ginny Rometty said in the session just earlier, we've all been blessed with a platform. It's our choice how to use it. So I'd like to start by asking each of you in 30 seconds or less, how have you used your platform to contribute to external change this year? Um how are you most proud of contributing to External change? Um really, let's start with you, Mambo psyllium. Well, as my shirt show, we're all hands on deck at Levi's about getting out the vote this year. So from being co founders of time to vote, we've got more than 1300 companies representing 10 million employees who have committed to make sure their employees will get a chance to vote to everything we can do using all of the tools and assets of Levi's, from marketing to communications to really encourage and engage our consumers in making sure that they engage in civic engagement this year. So for us it's all about the vote Yes and and it worked day. Um we, you know, like many of you, we were catalyzing the action based on the senseless violence for black community, United States and we responsibility and ladder company, but we also managed the people infrastructure for, You know, from thousands of companies that and shepherding almost 45 million workers. And so we said, you know, there's more we can do because there's more we can do from an infrastructure standpoint. So just a few weeks ago we launched a vibe index and a solution for all of our customers be able better, um encouraged greater belonging and greater transparency in their organization around their efforts. And so many companies are doing so much more appropriately now mullah go to you and then lisa and then Sure, let me start by setting a really important statistic which is approximately 2.6 billion people in the world. Play game video game. And so it is a massive audience and of course one of the fastest growing entertainment media and through that media were allowed to tell stories about characters and narrative and represent identities that really helped shape the perspectives of the people who play our games and that's the responsibility we take incredibly seriously. And so the way we've been using our platform is our extraordinary chief Studios Officer, Laura bailey, who spoke yesterday, has something in the studio called an inclusion framework which allows all of our game teams to really think deeply about the stories they tell the characters they represent and the authenticity of those identities in our games. And we believe that we can do social good by ensuring that that all important demographic who plays our games, which spans all age groups. But it was heavily concentrated in youth allows us to really shape those perspectives early on. And my role as chief people officer. I get to help shape the talent and culture in the company that sees that as an incredibly important purpose. Yeah. And the very nature of what land it does is to increase the successful engagement of women and diverse groups in the workplace. And it's never been needed than at this very momentous point. Like we've seen no other time in our history, whether it's the impact of women and juggling the all of a sudden fortunate life being shown on the disparities in the workplace when it comes to people of color. And so in addition to the investment that we allow companies to make to be intentional, we spend a lot of time just educating and supporting and helping our partners developed a true D. I program that's not just about words, but also action measurement accountability and just helping people navigate in a very personal way. So it's a time of incredible unsettled nous and people are just looking for a way to allow them to successfully move forward in all aspects of their life. Uh, Maria, thank you for having me. Um, it's a pleasure to be here today. L A vest is a financial wellness company built by women for women offering tech first financial products, knowledge, information coaching and a community. And our entire goal, our entire mission is to get more money in the hands of women. We talk so much about the gender pay gap. The gender wealth gap is much wider, much worse, going backwards at 32 cents to a man's dollar for black women. It's a penny for brown women. It's a penny and going backwards and so on. All of us, everything we do is built around the belief that only good things happen when women have more money. And one of our, one of our employees said today, we we absolutely have taken action this year. We've um, added anti Racists overlays to are investing. Products are product. For example, we've taken action. what one of our employees said that I love is said this this isn't just another initiative for us getting more money in the hands of women, women's initiative, it's our whole mission, and so it's what we're what we do every day. So in our MP community survey that that was unveiled yesterday, 70% of community members say that you support stakeholder capitalism, which holds that caring about customers employees. The external community is as important as delivering goods and good returns for shareholders, And less than 5% of community members said that they don't support that. However, we have seen a pretty prominent argument this week against stakeholder capitalism um with coin base saying it will not engage in broader societal issues when they're not core to its mission and will not support employees. So um sally I'd like to start with you as a as another fin tech starlet founder. What do you what do you think about that? Um For us in L. A. Best, I don't get it and it wouldn't be, you know, it wouldn't be an appropriate mission for us. First of all, we need to let women around the world just first of all, because that sense of it's not just this one goal of shareholders but the community, we operate in our employees, our users etcetera. Um that type of balance we see again and again with women the way we multi task and so to back up, you know, for us, if our mission is about getting more money in the hands of women, it gets um political pretty fast um and not that we're democrat or republican, but if we're all about that mission and we drive it, we drive it through, then we're absolutely about getting a mandated paid uh parental leave, for example, or passing E. R. A. For example. And so for us, you know, balancing these things up because we always look through the lens of does it help advance women? And if the answer is yes, then it's something that elevates stands for lisa lisa for you, it was possible for for a start up for a company to separate its mission from broader social change in our case. Absolutely not. Because our mission is not separated from our business model from our strategy, from our goals, from our priorities. And so there's never a lack of clarity in terms of our action and so they're one and the same. I would also say that history has shown that you can't be in the great area, particularly when it comes to social unrest, when it comes to policies that impact the way people live their lives. There is no metal and people have to be obvious, they have to be visible with their commitment and with their actions and people are watching whether it's in the company, stakeholders, customers, um, their own employees, they're bored, etcetera. So there is none of this. I'm going to walk a fine line. Either you're all in or you're not moloch, I see you nodding your head and absolutely, I'm going to take a different, um, went to it, which is a talent landscape. And so you think about a company like electronic arts, we are competing with every next generation technology and entertainment company for talent and many of the skills we need in the company are present in the younger generations of talent. So millennials and gen Z and these are generations that are incredibly purpose driven and they will select the company's issues to work for based on alignment between their values and what they see as the company's purpose. And there's been a lot of interesting research that suggests that um, the normal institutions we would rely upon for societal change like governments, ngos et cetera. Um, there's been a precipitous trust, the fine and trust in those institutions. And so what we see in our workers is they focus on the locus of control, right? I may not be able to control broader society or what my government does, but it certainly can influence and control of my company does. And if we want to compete for those workers, we believe it's incredibly pragmatic that we have to step into some of these issues that are meaningful. And by the way, um, we've made the point about customers are players are also incredibly active on social issues. And so to be silent about that as a company is just not okay. And I appreciate that. Back to what I was saying about 2.6 billion gamers in the world. They cut across all different demographics, including political, the political spectrum. And so we're always very, very thoughtful and careful on how we walk that line. But we do stand up for things that are in alignment with the values we espouse. And I feel like from a talent imperative perspective, we have to kelly, I want to bring you into this because Levi's has, uh, record of standing up for things that even if they may not seem political or partisan have been taken as such. I'm I'm thinking of a Wall Street Journal article about a year ago that talked about red jeans, versace, blue and said that Levi's are now worn by more democrats than republicans because of some of your stances on gun control and immigration. How do you think about the potential consequences of taking stands and potentially alien moving customers? Yeah, Well I think similar toilet malice said, what we have found is that our employees joined the company based on our values and then they hold us accountable to acting on those values. So each time while these may look like controversial stands, they've come from really listening to and acting on our employees. So this year we offered paid basically for all of our hourly employees, including part time because we didn't want people to make a choice between. Do I go go to work and when I'm not feeling well or do I make a decision that I'm not going to put others at risk when we took the stand on gun violence prevention. Again, that was started with folks in our stores and open carry state feeling uncomfortable. And we did have a consumer who shot himself in the foot and no luckily he was the only one who got hurt. But again, it was listening to our employees on immigration on so many of these issues. It really has been we hear from our employees and they say, how can we help and how can we use our platform to make a difference? I think in terms of how do we ask the question around consumers that you raise? You know, what we find is that our consumer base, while this is an incredibly broad and democratic brands are, consumers are getting younger and more global. And frankly, on most of these issues, they're not nearly as divisive as they look. So there is a myth around gun violence prevention, that this is a very divisive issue. More than 90% of americans think that universal background checks and more common sense. Gun prevent gun protections make sense. And so, you know, I think it's a matter of not just stopping at the headline, but really digging into the issue and listening to our employees and asking ourselves what is right and can we make a difference? And you know, many of these issues, I think that we've learned is we go out early. But then what it does is it paves the way for others to follow so on gun violence prevention. It was lonely at the beginning, there were maybe three other companies who have spoken out, but I think we all have been fed up on this and you know, in the end a year later, more, almost 300 companies have joined us in our plea to the Senate to take action on universal background checks. So I think it's one of these things that it's a cadence of time, but if you listen and your authentic about your values, that leads you where you want to go. And um, it makes a lot of sense on both consumers and employees. And I'd like to ask for your perspective as an investor as the code of Workday ventures as you make decisions about which companies to invest in which wanders back. How how do you think about whether about their stances and what they're contributing to the outside world and whether they want to be a voice for social change? Yeah, absolutely. We chose very intentional choice fairly in the our journey with Workday Ventures 2.5 years ago to live our workday values investing in port workday values and are working value is um, we value inclusion for investment companies. Um, um, let's share them or whether through the products that they design and offer or like lisa and Atlanta. Um, or as a commitment they have to run in their organization. So it is one of the evaluation criteria is one of it is the way we build our investment pieces uh, to invest in companies with social impact. Uh, that could be through products, services or the way they're running their companies. So very important to us kelly. I could possibly go back to you. I'm curious about the law, how you stay in this long term. Um Again, Levi's has been committed to certain causes for a long time. And I, one thing that we've certainly seen this summer since the killing of George Floyd has been a lot of companies coming out to speak about black lives matter about the consequences of systemic racism. But as many people are pointed out, it took hundreds of years to get to this point in our society and it may take us many, many years to get out of it. How do you make sure that working for change and speaking out is a long term goal that executive and your company has the patient's pursue on top of all of the, you know, other pursuing profits and revenues and and underlying business goals. Yeah, I think it has everything to do with sort of the core DNA of the company going all the way back to our founder, Levi Strauss who made a donation with his very first round of profits to support the community in san Francisco. We recently uncovered that during the Civil War he encouraged all the other business leaders in san Francisco to close on Election day to make sure that people would go out to vote. So there's just these long historical legacies that we all are trying to live up to. Um, but I also would say that today's generation of leaders hold us to that. So when we have the internal conversations around around gun violence prevention, what we asked for was a one time grant and the ability to make a single contribution and statement in support of the students student movement after Parkland. What our board said was if we're going to do it, we're going to support it and we're not doing anything for one year, it's at least four years, it's at least a million dollars and we're going to keep going. And that has really been sort of the way decisions get made for us. And one of the things that are Ceo published just a couple of weeks ago actually, unfortunately was that we also find that these issues are so intertwined and there's so much intersectionality between gun violence between racial injustice between voting and really making sure like what we find is there there is no single solution that's going to get us there and showing an authentic commitment is only going to bring you in further for longer and that we understand that realistically. And I think that we all hold each other accountable within the walls of the company. I a reminder also, please do ask your questions for the panelists and I have many more for them. But I want to make sure that the audience gets an opportunity to ask as well. Um, and moloch, I'd like to hear about how you're thinking about that electronic art, the long term commitment because especially when it comes to George Floyd and Black Lives matter, you took some immediate step but also have continued to uh, to keep an eye on, on how, on the decisions that you're making and how you can work against systemic racism. Yes, absolutely. And so a couple of things diversity, equity, inclusion has been the largest external platform we've had as a company, given what I shared earlier about the, the incredible reach we have with our games. And when the Gross injustices arose this summer, it wasn't the beginning of that conversation for us as a company. We had actually done a lot of research into the African American experience at a going back 1824 months ago. And so had already been in dialogue with our African American and black employees about changes we need to make, not just within electronic part, but then things like character representation in our games. For example, one of our games with them, the very active communities mobbing on things like um black hairstyles, right? So that those characters could be truly authentic And we continually get feedback about um, increasing the number of skin tones and attributes in how players build those characters. And so Part of how we sustain this effort is continuing to develop our games in a way like I said, that are authentic. But the other part that we're doing aside from the usual diversity, inclusion and equity agenda that we have within the company is really working on activating our workforce. And so we have about 10,000 employees. We use June team. A number of companies made the decision to give june teams at the holiday to people instead. What we did is we made it a company wide day of learning and volunteering and identified a whole series of activities that people could engage in to learn how to become anti racist, but also contribute to their communities virtually. And it just lit a spark among our workforce. So part of what we continue to do today and going forward is reaching deep into the communities in which we operate. Were specifically focused on programs like we have an internal program called One Point, which is all about um exposing black and brown Children to careers in gaming and them. And our employees are incredibly active in mentoring kids in that program, bringing their expertise to teaching sessions. And it's a way we believe that um, providing ways to activate our employees, including giving everybody volunteer time off. It's part of the way we sustain the effort. So it's not just the company, the company and are 10,000 strong workforce and their families. And so when you think about the multiplier effect of that in the communities in which we live and work, it can be huge lisa. I'm curious um from your perspective as the founder of a business that helps other companies hopefully improve here. What are you seeing in terms of customer appetite? Has it, has it been, has been good for business? And I think that's actually a key point, which is so often there have been organizations that take the ei and they put it in a box and they put it over there as opposed to it's not something you do there, it's part of who you are and it is an economic and competitive imperative. So it's also great that you're close and proximate to who you're serving, going back to add melissa. So it's not like it's separate and discrete, it has to be ingrained at all levels. The other thing is coming out of covid where everyone saw how companies have to pivot and reinvent themselves and throw out kind of old stereotypes to be able to be as well to move forward. You can't go through that rapid change and then when it comes to D I say, boy, we better slow down or we better take our time or we'll get fatigued. There's no such thing because the world is more diverse, your customers and your play baseball more diverse and your actions and your metrics and your values and your intentionality all have to line up not just for black and brown people, but for everyone. We like to think it's a small issue. But how do you live out your values in terms of what it is you're delivering in the world. So people are uncomfortable, many are frightened, I would say somewhere stuck, but most are activated and what they're looking for is what can they put in place that actually have sustainable change. So I'm actually encouraged for the first time. And certainly personally as a personal color, I have never seen so many people move to action and now it's up to us with platforms actually provide a way for people to make that investment sally you. And I spoke, I think it was when you had first unveiled the sort of racial filters on your investment portfolios. Um, how has that gone and has it, what have you learned in the time that you've made them available for in terms of customer appetites? Yeah, Yeah. Um, women I mentioned before that women should run everything because we're able to multitask. Um, so effectively we've had to do it our whole lives. And that's the same for investing. Where is the traditional investing industry still sense your investment returns and give the money away later? If someone insists to invest for impact, they say, all right, how much return are you willing to give up? As if investing, say in diverse leadership teams, which have been shown to drive higher returns on equity, not by a little bit by a lot lower risk, greater innovation, greater employee engagement, greater um, customer engagement. The power diversity is so great that diverse teams outperform smarter teens. As if somehow, by investing in diversity, you give up returns, are investing to improve the environment, You give up returns. Or if investing in data privacy issues, you give up returns. And so, you know, women have said what I want it all. Um, and the research is increasingly showing not only do not have to give up returns to invest your values, but that in fact, um, impact investing is outperformed during the course of this year. And, you know, I forecasted it, you know, you'll have appears and down years, but but that it will um it has been such a journey as we began to pull together the L. A. Vest, intentional impact portfolios. And I learned such a lot. Okay, we want to invest. Our first order of business was to advance women. All right. So we'll invest in companies with more women leadership team. But wait, wait, what are some things holding women back? All right. Well, you know, if the environment deteriorates that hurts everybody, it hurts women more. Uh huh. If their data privacy issues that hurts everybody hurts women more, if their product safety issues that hurts everybody hurts women more. And so we built a pretty holistic investment options and had that out for a year. Women were absolutely let's go. Um And then as we, you know, the spring, as we work to keep learning, realizing that you can't be about advancing women without specifically being anti racist. And so let's back up, let's look at it again, recognizing that many of the issues that have affected women negatively also affect black and brown people, indigenous people, but adding private prisons, for example, divesting from that and the, the ecosystem and you know what we're here, we're getting tremendous interest in conversation around it, particularly among women and particularly among millennials because they said, you know, I want it all and I'm going to demand it all returns and impact. And by the way, women don't have as much money as men do. We're on our way and all of us is trying to help it. But I would make the point that women are beginning to realize that their money is a source of power and that every dollar they spend and every dollar they invest is a vote. And maybe you're voting for amazon and that's amazing. And maybe you're voting for the corner shop and keeping them in business. But women increasingly recognizing this is a form of power that is that, you know, that I'm able to use. What's the response been like since you made these available? We've been growing like a weed. Um, so it's been it's really been terrific. Um are private wealth business, which is not a business that I expected we would be in. I said I want to get more money in the hands of women. Women who have more money, they can take care of themselves. But about two years ago we had a woman, in fact, a woman at one of the most powerful women conferences, um say to me, you know, would you please offer something for me and no, no, no, no, no, we're not going to do, we're not gonna do it. And she said, she finally turned to me and sally, I'm tired of having my money managed at a company that I wouldn't let my daughter work at. And I'm tired of supporting the institutions and companies that have not supported me. And so this this is why the things we're talking about today, the, you know, taking ethical stands, taking stands on things that are important to your business is going to matter. Because women, as we increase our power, as we're increasingly such important consumers and millennials, our want to vote with their money. And so at LMS, we are not gonna give you numbers, but we are rapidly growing. And because of this mission orientation and living it through our entire value chain, is there one thing and I'll stay with you and then open it back up that you have found to be the most challenging about having a wider mission or most unexpectedly challenging? Well, I'd say, you know, our employees give me hell every day. Um, I was used to just this hierarchical Wall Street structure whereby I would do a challenge hall and people would read their the questions they were given, you know, in advance with their hands sort of shaking and I'm like this, this is really delight they just my makeup before I would go on and you know, it's part and parcel of our mission and the diversity. It's, you know, if we're going to do this right, we none of us can sit back and we're going to make so many mistakes. And so I always tell them starting lisa no, starting a startup from dirt is the hardest thing I've ever done in my life. So I say, everybody's got to be all in and, and they tell me when I mess up and they tell me when we're not doing right, and I feel like I go into the office with the proverbial office every day and they beat me up for a while and they can be better and we make each other better and then we go on and I sort of missed my, like every once in a while and then my corporate days. Uh, well, so Leanne. I'd be curious to hear from you if, um, since you're on the corporate side, how you, how you find dealing with employees and reconciling all of their, all of their desires for the company that stands for something larger. Uh, you know? Absolutely. And I've been at work for 11 years and it's been part of our, it's uh just focus on the wire community and our customers and the people at the center. But man during covid, uh, we leadership in crisis is just different, right? And kind of conversations that you have in town halls, The kind of conversations you have in one on one. Um, they they're they're not about your product, they're about how we're showing up in the world. What are we doing for each other? What are we doing for our families? What are we doing for communities? What are we doing for our nation and our globe? And it wasn't just about all that. It ended up The conversations that we've been now having for 78 months have been um, defining for us as individual leaders and as a company. And so I would say it's given me, even though I've been here for 11 years, a new sense of energy and enthusiasm for my own leadership development of what it means to actually deeply, deeply care about people in community and so, um, big responsibility and a lot of learning, frankly a lot of blenders to write a lot of lenders, a lot of learning kelly. What have you found to be the most unexpected challenge perhaps of working towards external change at levi? Mm We are number one, the amount of pride that our employees take in the fact that we take these courageous stands and how defining it is for people in their relationship to the company. Um, you know, sometimes we feel like, well we're stepping out and what we realize is everyone would like us to go further faster, harder on all of these issues. And so that's one big piece of it. And then the other thing that I would say is particularly during the crisis how much everyone wants to be a part of these conversations and these decisions, like we're just spending in a lot more time as an organization, having these conversations and making sure that we hear from every part of the organization and that people feel really heard and seen and learning how to do that in a way that's authentic and that we may have enough time. I think the other pieces that just feels like everyone is so stretched right now, but we also need to listen harder than ever and figuring out the right balance of that has been a big piece of it. Yeah, moloch, I'd love to hear from you on but giving a few people officer at Yeah, absolutely. I think one of the biggest challenges is how many societal issues there are going on in the world right now. And um, I think our employees would love for us to take a stand and speak on every single one. And as a leadership team, that's all we'd be spending our time on frankly given the number of issues that exist in the world today. But one of the other challenges that we find is that sometimes we take stances as a company and we, we live within our values. But the player base that we operate on is incredibly passionate and incredibly vocal. And so we are often the target of what I would call Gate campaigns because of some of the stances we take. So for example, um, we had a World War Two game launch a couple of years ago and the team made a decision to tell an untold story about a group of Norwegian resistance fighter and the choices we make about cover art for our games is usually a big one. So they chose to put a woman on the cover and there's a whole hateful campaign about uh, there were no women in World War Two. Why are you ruining the game by talking about women? Look, of course there were women in World War Two as resistance fighters, their entire battalions of soviet fighters on the front line. And so it created a moment. But for our employees to have to do what they feel is the right thing and then bear some of the hate as a result of it is really tough. And so we're always trying to work through that process to help people understand that we are doing the right thing. We are living by our values, not everyone's going to agree, and that's okay and we're going to keep you safe and protected through this. Any advice on how to handle that? What do you tell your employees when like we're going to get a lot of hate on twitter because of a decision that your employer made? Yeah, I think so. There's a couple of things we always provide concepts and so what I was saying is these are not times where you can have formal structured communications with your workers. Like we've we've broken down the distance between executives in the company and our workers and using medium like black. We do regular Q and A's and let employees of both the questions they want to talk most about and we try to be acceptable of the leadership team because the most important thing we can do is set context why we make the decisions, we did what we considered and weighed. And so step one is having context. The two is we actually had to build a security team that monitors what's happening in social media, monitors threats against our people, works with law enforcement to route some of those threats out and take action. And I think are people knowing that we have their back through this helps engender a degree of um commitment and engagement unlike anything we've ever seen. So despite the incredible tumultuous time we've all been through were a record high levels of engagement in the company across all of our demographic. And I never would have anticipated that. But it just kind of illustrates how these challenging times present us with opportunities to really live our values, lean into that and see the results of that provides um with our people. Yeah, lisa, I'd love to hear from you because like sally you're building doesn't start a time when you're trying to get to something larger but also tell employee, you know that that the company is doing well, How do you balance that practically well, fortunately for us and sally said everything in a startup is hard, but because we're mission aligned, it actually gave us a moment to be very intentional and invest and double down on our culture and our people and how we had our new norms to support each other. The challenge we had was one of priorities because if you look at our product and who we serve you, think about women and people of color and doing that virtually the demand was overwhelming. But we also have people currently we have to take care of. So you know, we have large multinationals, how do we help them navigate through this? We had individuals walk to the platform, how do we take care of them? Because that's part of our mission when we also have other people coming in who are also in need of our services were a tech company but we have a very interesting platform where we can provide other services and others camp. So all of it was on mission, But then you could die death of 1000 cuts if you try to do it all. And so all of our discussion was about hyper partisan nation and sequencing and what do we start with? And that was more challenging, challenging than we thought because it was all in the same bucket. That's it. Our values and every startup goes through that. But it was even more intensified given our mission and who we serve in this moment in time. Could you give us any examples of something that that is important but perhaps not the top priority now for you? Oh, we're so busy. We don't even get to that stuff. But when we look at, when we think about access is there are things that we've done for our corporate customers. But we said, you know, we're gonna open up to all of our members in all 41 countries because that's part of our value. So I'd say most startups probably wouldn't do that. But we said, you know what that's core to what we do too, for the people in their careers front, um there were probably some of the services that we provide that we put on the backburner to make sure that our hyper personalization was intensified to help people navigate during this time of uncertainty. So a little bit of our product roadmap shifted but we don't even get to as sally knows, you don't get to the nice perhaps can you all may get to focus on what's urgent and aligned and critical Leanne. I'd love your perspective as being at a company that he's into that helps other companies with with HR and Season two employee management at a lot of companies. Um you know, without asking the divulge specifics, give us any examples of things that you see, perhaps other companies getting wrong or de prioritizing at this time when it comes to making a difference in the wider world about getting wrong. I think that there right now our labor market is um he needs to be rewired to support more hiring based on skill versus pedigree. And I think that a lot of companies uh certainly the wider market, but our customer base are really struggling with how to make those changes because so I mean it is a true rewiring of all of our talent practices. Um starting with the way you think about identifying work and people just fit work and to get that work done and be productive in an organization. And so I don't know if anybody um you know, failing or doing a poor job, but I would say that we're all trying to find our way to still face talent practices, uh still face hiring and just trying to create more alternative better pathways for people to read skill and up skill to make higher wage jobs and still the jobs of the future and um you know, there's a lot of work to be done and I know there are a lot of coalitions and are a lot of solutions but I think for us uh an important job that we have is the leader with our in our customer, with our customer community is to help people get there faster because the time is now the health care and economic crisis that we're in, uh the acceleration of automation that was already coming and going a lot faster to do Calvin it displaced a lot of people. A lot of people aren't going back to the same job um and and force them into uh you know that the time is now to read skill. And we're somewhat as a industry were somewhat flat footed um to do what really effectively. So we will hurry up the session kelly raised, raised the election, everything levi's is doing to focus on voting. Um Are any of your other companies? Are any of the rest of you prioritizing that are making a plan for what you're going to do for the next uh next five weeks? Um My life to unite and all. Well, we're giving people adequate time off if they choose to vote in person, that's that's first and foremost to be provided information so that people can access for all of the geography. We operate information on how to make sure they get registered and what's happening in their jurisdiction. Um but also importantly, this is gonna be a divisive time. It's already been a divisive time. It's going to get even more divisive over the next several weeks and months depending on how the election results go and when those are available. And so we're preparing the organization for that and helping people understand and reminding them how to have constructive dialogue in the company. Because um it's I think um unrealistic to say that people are not going to talk about what's going on outside inside. And so we're equipping all your leaders how to facilitate through tough conversations on this with their people, but reinforcing the value of about diverse perspectives and hearing each other out and having constructive and time dialogue. And so we're all over that. I'm not looking for the next You want me to say, it's gonna be hard to take b and similar question. How are you preparing for the election and voting generally as a concern? And again, we say we value inclusion, belonging and equity, which means, you know, we have a large workforce ourselves. Um and so we need to be as respectful and honors everybody. Everybody's um, you know, police and needs in an organization's, I think just reinforcing that that we we value that inclusion. We we value everyone from all their perspectives as a company. Uh it's important time to just reinforce now and not to polarize right to include in our community is connected, respectful and understanding of difference. Um, and and just being strong with those messages. I mean, reinforcing them in all of our communications, which we do and making it acceptable to have divergent thinking um and know that we can have civil discourse and role modeling that so that's what we're trying to show up as leaders kelly. This is something that we're gonna get into as much. How are you preparing for the election itself and whatever the results are? Well, first and foremost, we're encouraging as many of our employees who are comfortable to get out as pull volunteers and to help make sure that we have a smooth of an election as we possibly can. So we're putting a lot of energy and resource behind that piece of it. Um and even that's for all our hourly employees, they can use that as paid time off to go and volunteer. But the interesting conversation and Malik kind of touched on this is what are we going to do if the election isn't results quickly? And what it would be unrealistic as melissa to say that people aren't going to talk about that. We all join calls and for the first five minutes we catch up with each other on what's going on and how do we really promote sort of a, let's be patient and trust the process and wait until there is an outcome and have that. And what is the right place for leaders and for individuals within their companies during that time? I don't think that any of us ever thought that that would be on the list of things that we had to figure out. But that's a very real conversation that we're having internally around. How do we make sure that whatever happens during some period of uncertainty that folks feel comfortable, they feel like there's an open opportunity for them to be them, their full selves at work, but also that we can continue to keep moving forward. And so that's the big challenge that we're tackling right now. In addition to all the work that we've done to get up to the election lisa, does this become any easier? Uh if you like? I believe so because it's not really a core issue or challenge for us because we're all activated and we can have the honest conversation. I think we all have multiple platforms. So there's my platform in terms of landed, there's my platform as a board member and then there is my platform as a community leader and that's where my efforts are focused, making sure that those who are disenfranchised actually know how and have the opportunity to vote those that may be turned off, make sure that they're activated. So that's where energy and passion and heavy lift is focused now is just giving people the way to exercise uh their vote and then we'll deal with what happens afterwards. I'm going to give you the last word, given your as both at large financial companies and now to start up any last advice for our audience members about how to think about the election and the immediate aftermath. Yeah. Um Well it's certainly easier within a startup that submission based as we are when it comes to giving them time to vote, giving them the space and room to to talk about it. You know, I think we also need to be thinking about our communities as well. And Elvis it's sort of an interesting one because we've got a very large community um there really aren't if you think about it many places for women to gather around the topic of money and advancement. And so it's certainly not investing, which is where we started. And so the thing that we have to take into account as well is that our community is scared right now and anxious and nervous and many of them feel betrayed and they're concerned about um rights that may be taken away. And so, you know what I just would add to the converse is absolutely about the employees and getting their vote. But it's also recognizing that we have, you know, with everyone has a platform and with a platform like this, you know, we can be a place where they want to have those conversations. Money, in theory isn't political, but money gets very political very quickly. And so recognizing that and engaging with them on it as well. Um is a key part of this. Wonderful and I'm sorry to cut you off, but we are now over time. So thank you all so much for your contribution to this session and for joining us. Um, and thank you, thank you all in the audience for joining us.