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Here’s a question. Are you selfish? This week’s guest is Kerry Sulkowicz. He’s the President of the American Psychoanalytic Association. He’s also a leadership advisor in his own right. It’s a role that requires the ability to look beyond the public facing image that most leaders feel they need to present, in order to see the person within. Leaders often have a difficult time making themselves a priority.  It’s not hard to understand why, given the pressure that leaders face on an hour by hour basis. There’s the pressure from above. Because, as Marc Pritchard, the CMO of P&G, said to me on an earlier episode leadership is a weight-bearing position and demands that you help lift the people that work for you.  There’s the pressure from all the people in front of you, those in the many audiences you face who expect you to show up as a thoughtful, confident leader - perhaps even as a thought leader.  And there’s the pressure from the people behind you, the board and the shareholders who expect you to drive business performance forward, regardless of the circumstances. And that’s without mentioning the pressure that you place on yourself. The pressure to succeed. To not fail. To overcome the imposter syndrome and the self doubts.   In the middle of all that, it’s easy to convince yourself that it would be selfish to take care of yourself first.  Except, as Kerry explains, it’s not. Taking care of yourself first is a requirement.  A necessity if you are to become a leader capable not only of withstanding the pressure, but using it as a catalyst to drive the business upwards. Only once you have taken care of yourself can you then, confidently and at scale, take care of everyone else.

Here’s a question. What are you going to preserve? This week’s guest is Madeleine Grynsztejn, Pritzker Director of the Museum of Contemporary Art Chicago. She sees society from a distinctive vantage point, through the lens of an organization that exists to generate inquiry. Her work is to encourage communities to learn from themselves and from each other. To examine our past and be intentioned about our future. Leading a creative business demands that we look ahead, vigorously, bravely and relentlessly. Where are we going, how will we know when we get there, who is joining us on the journey. We hold on to the past at great risk. Risk to our success and sometimes to our survival. But Madeleine’s point frames the future through an important question. Because, while we must fight the status quo, our future is built on the pillars of our past. You can’t build a monument to modern thinking on sand. You need substantive foundations and platforms. You need to bring lessons from the past forward with you, so that we don’t make the same mistakes twice and so that we have something to lean on that we can trust. Which parts of the past do you need to let go of? And which parts are you going to preserve?

Here’s a question. What terrifies you? This week’s guest is Marcel Marcondes. He’s the Global Chief Marketing Officer for AB InBev. Becoming the successful Global CMO of any major brand is a life’s dream for many people. If you’re one of the few to make it, it’s easy to get caught up in the gestalt of the thing. The public adulation that comes with the buying power and influence that you suddenly wield. But for the very best of them, being a Global CMO brings out the human being in you. I’m not conscious that I’ve ever heard prominent leader publicly use the phrase, ‘sometimes it’s also terrifying’. There are three points to make coming from Marcel’s memorable use of that phrase. One - that business is in great hands because it’s being run by someone who’s conscious of the responsibility and is also conscious that he needs to be courageous to keep it moving forward. The fastest path to letting the status quo win is to believe that what you should be doing next does not require courage. Two - more talented people will want to work for Marcel because he is honest about the size and consequence of the challenge. And if there is a single truth that I’ve learned, it’s that creative people want to make one thing more than anything else - a difference. And three - leadership is a constant battle between fear and courage. It has to be. If you feel afraid a lot, you’re probably on the right path to making a difference. If you sometimes feel terrified, you definitely are.

Edited highlights of our full conversation. Here’s a question. What terrifies you? This week’s guest is Marcel Marcondes. He’s the Global Chief Marketing Officer for AB InBev. Becoming the successful Global CMO of any major brand is a life’s dream for many people. If you’re one of the few to make it, it’s easy to get caught up in the gestalt of the thing. The public adulation that comes with the buying power and influence that you suddenly wield. But for the very best of them, being a Global CMO brings out the human being in you. I’m not conscious that I’ve ever heard prominent leader publicly use the phrase, ‘sometimes it’s also terrifying’. There are three points to make coming from Marcel’s memorable use of that phrase. One - that business is in great hands because it’s being run by someone who’s conscious of the responsibility and is also conscious that he needs to be courageous to keep it moving forward. The fastest path to letting the status quo win is to believe that what you should be doing next does not require courage. Two - more talented people will want to work for Marcel because he is honest about the size and consequence of the challenge. And if there is a single truth that I’ve learned, it’s that creative people want to make one thing more than anything else - a difference. And three - leadership is a constant battle between fear and courage. It has to be. If you feel afraid a lot, you’re probably on the right path to making a difference. If you sometimes feel terrified, you definitely are.

Edited highlights of our full conversation. Here’s a question. What terrifies you? This week’s guest is Marcel Marcondes. He’s the Global Chief Marketing Officer for AB InBev. Becoming the successful Global CMO of any major brand is a life’s dream for many people. If you’re one of the few to make it, it’s easy to get caught up in the gestalt of the thing. The public adulation that comes with the buying power and influence that you suddenly wield. But for the very best of them, being a Global CMO brings out the human being in you. I’m not conscious that I’ve ever heard prominent leader publicly use the phrase, ‘sometimes it’s also terrifying’. There are three points to make coming from Marcel’s memorable use of that phrase. One - that business is in great hands because it’s being run by someone who’s conscious of the responsibility and is also conscious that he needs to be courageous to keep it moving forward. The fastest path to letting the status quo win is to believe that what you should be doing next does not require courage. Two - more talented people will want to work for Marcel because he is honest about the size and consequence of the challenge. And if there is a single truth that I’ve learned, it’s that creative people want to make one thing more than anything else - a difference. And three - leadership is a constant battle between fear and courage. It has to be. If you feel afraid a lot, you’re probably on the right path to making a difference. If you sometimes feel terrified, you definitely are.

Here’s a question. What role does love play in your leadership? Before we start, I want to acknowledge the death of someone who played a big role in helping Chris and I create the film editing company that we built in the ‘90s and 2000s. Jim Garrett was a brilliant businessman and a gentleman. He was the founder of the award winning and internationally recognized production company, Garrett and Partners, working with directors like John Schlesinger, Nick Roeg, Ken Russell and Richard Loncraine along the way. I’ve posted a link to his obituary in the London Times in this week’s show notes. When we were conceiving our film editing company in 1994, Jim sat down with Chris and I over lunch in London and gave us advice that formed the foundational DNA of a business which is still thriving almost thirty years later. Many of the principles and practices on which that business operates today came from that lunch. All of us who have spent any part of our careers working at the original Lookinglass or at the Whitehouse film editing companies owe him our thanks. His impact was and is enormous. And now, on with the show. This week’s guest is Devika Bulchandani. She’s the global CEO of Ogilvy. And her view of leadership includes an impassioned belief that seemed so obvious to me once she said it but which I have never heard before. The business of running a business does not usually contain much discussion of love. You hear people say occasionally, “I love what I’m doing” or “I love where I work”. You can see evidence of passion in some people, particularly business founders. But the idea of saying “I love you” to a co-worker will send tremors down the backs of HR and Talent leaders across the entire spectrum of the creative industries. And yet, as Devika asks, wouldn’t the world be better by the way if we all just felt more of it? We live in a time of apparently limitless upheaval. And we will spend roughly a quarter of that time at our jobs. Shouldn’t part of that upheaval be to challenge the norms under which we’ve been working? Including the possibility that “I love you” might be a leading indicator of what it means to be a more human leader. Where do you draw the line? And why?

Edited highlights of our full conversation. Here’s a question. What role does love play in your leadership? Before we start, I want to acknowledge the death of someone who played a big role in helping Chris and I create the film editing company that we built in the ‘90s and 2000s. Jim Garrett was a brilliant businessman and a gentleman. He was the founder of the award winning and internationally recognized production company, Garrett and Partners, working with directors like John Schlesinger, Nick Roeg, Ken Russell and Richard Loncraine along the way. I’ve posted a link to his obituary in the London Times in this week’s show notes. When we were conceiving our film editing company in 1994, Jim sat down with Chris and I over lunch in London and gave us advice that formed the foundational DNA of a business which is still thriving almost thirty years later. Many of the principles and practices on which that business operates today came from that lunch. All of us who have spent any part of our careers working at the original Lookinglass or at the Whitehouse film editing companies owe him our thanks. His impact was and is enormous. And now, on with the show. This week’s guest is Devika Bulchandani. She’s the global CEO of Ogilvy. And her view of leadership includes an impassioned belief that seemed so obvious to me once she said it but which I have never heard before. The business of running a business does not usually contain much discussion of love. You hear people say occasionally, “I love what I’m doing” or “I love where I work”. You can see evidence of passion in some people, particularly business founders. But the idea of saying “I love you” to a co-worker will send tremors down the backs of HR and Talent leaders across the entire spectrum of the creative industries. And yet, as Devika asks, wouldn’t the world be better by the way if we all just felt more of it? We live in a time of apparently limitless upheaval. And we will spend roughly a quarter of that time at our jobs. Shouldn’t part of that upheaval be to challenge the norms under which we’ve been working? Including the possibility that “I love you” might be a leading indicator of what it means to be a more human leader. Where do you draw the line? And why?

Edited highlights of our full conversation. Here’s a question. What role does love play in your leadership? Before we start, I want to acknowledge the death of someone who played a big role in helping Chris and I create the film editing company that we built in the ‘90s and 2000s. Jim Garrett was a brilliant businessman and a gentleman. He was the founder of the award winning and internationally recognized production company, Garrett and Partners, working with directors like John Schlesinger, Nick Roeg, Ken Russell and Richard Loncraine along the way. I’ve posted a link to his obituary in the London Times in this week’s show notes. When we were conceiving our film editing company in 1994, Jim sat down with Chris and I over lunch in London and gave us advice that formed the foundational DNA of a business which is still thriving almost thirty years later. Many of the principles and practices on which that business operates today came from that lunch. All of us who have spent any part of our careers working at the original Lookinglass or at the Whitehouse film editing companies owe him our thanks. His impact was and is enormous. And now, on with the show. This week’s guest is Devika Bulchandani. She’s the global CEO of Ogilvy. And her view of leadership includes an impassioned belief that seemed so obvious to me once she said it but which I have never heard before. The business of running a business does not usually contain much discussion of love. You hear people say occasionally, “I love what I’m doing” or “I love where I work”. You can see evidence of passion in some people, particularly business founders. But the idea of saying “I love you” to a co-worker will send tremors down the backs of HR and Talent leaders across the entire spectrum of the creative industries. And yet, as Devika asks, wouldn’t the world be better by the way if we all just felt more of it? We live in a time of apparently limitless upheaval. And we will spend roughly a quarter of that time at our jobs. Shouldn’t part of that upheaval be to challenge the norms under which we’ve been working? Including the possibility that “I love you” might be a leading indicator of what it means to be a more human leader. Where do you draw the line? And why?

Here’s a question to begin the year. When you make decisions in 2023, what will the impact be? This is my first episode of the year and it asks the question, how can you become a better leader in 2023? The answers are drawn from a series of conversations I’ve had over the last three weeks with a wide range of experts. Over the next few minutes, you’ll hear short extracts from my conversations with renowned and award winning leaders from across the entire creative leadership spectrum: two iconoclastic business founders; the CMO of a world-famous collection of brands; a legendary futurist; a thought provoking global business CEO; a ground-breaking museum director; a world-class psychiatrist and an iconic culture shaper. This set of interviews surprised me for the natural cohesion and consistency of the insights they revealed.

Here’s a question. What’s your big goal? This week’s guest is Carl Johnson. He’s the Executive Chairman and one of the founding partners at Anomaly. If you go to the Anomaly website, it says, in block capitals, “A DEVIATION OR DEPARTURE FROM THE NORMAL OR COMMON ORDER, FORM OR RULE.” In Anomaly’s case, this is not hyperbole. The company pushes boundaries and defies norms all the time. It’s one of the reasons that yesterday Adweek named Anomaly the US Agency of the Year. Carl Johnson is an iconoclast. Meet him once and you’ll remember him. This is actually the third time he’s been on this podcast. His first appearance was in my second episode and that conversation set the tone for the kinds of insights I wanted listeners to benefit from. He was candid. Honest. Human. This conversation breaks new ground. It’s a case study on building a world-class, creativity driven business. So where does Anomaly go now? There are two parts to the Anomaly leadership story that are worth paying attention to. The obvious one is the boldness of their ambition. They set big goals. And they are unrelenting in pursuing them. But the second and, I think, equally influential component of their story is one that doesn’t get talked about very often - their consistency. If you go back and listen to my previous conversations with Carl - the first of which was almost six years ago - you’ll hear him talking about many of the same things in the same ways. That consistency engenders trust - from employees and clients and from prospective members of both those groups. Trust gets people to invest emotionally and take risks. Trust produces better questions and better answers. Trust builds foundations that give you the confidence to define goals that are so audacious it makes even you gasp. And that attracts world-class talent and makes them want to stick around. So set big goals. But then behave with consistency ways so that people want to take the risks necessary to achieve them.

Edited highlights of our full conversation. Here’s a question. What’s your big goal? This week’s guest is Carl Johnson. He’s the Executive Chairman and one of the founding partners at Anomaly. If you go to the Anomaly website, it says, in block capitals, “A DEVIATION OR DEPARTURE FROM THE NORMAL OR COMMON ORDER, FORM OR RULE.” In Anomaly’s case, this is not hyperbole. The company pushes boundaries and defies norms all the time. It’s one of the reasons that yesterday Adweek named Anomaly the US Agency of the Year. Carl Johnson is an iconoclast. Meet him once and you’ll remember him. This is actually the third time he’s been on this podcast. His first appearance was in my second episode and that conversation set the tone for the kinds of insights I wanted listeners to benefit from. He was candid. Honest. Human. This conversation breaks new ground. It’s a case study on building a world-class, creativity driven business. So where does Anomaly go now? There are two parts to the Anomaly leadership story that are worth paying attention to. The obvious one is the boldness of their ambition. They set big goals. And they are unrelenting in pursuing them. But the second and, I think, equally influential component of their story is one that doesn’t get talked about very often - their consistency. If you go back and listen to my previous conversations with Carl - the first of which was almost six years ago - you’ll hear him talking about many of the same things in the same ways. That consistency engenders trust - from employees and clients and from prospective members of both those groups. Trust gets people to invest emotionally and take risks. Trust produces better questions and better answers. Trust builds foundations that give you the confidence to define goals that are so audacious it makes even you gasp. And that attracts world-class talent and makes them want to stick around. So set big goals. But then behave with consistency ways so that people want to take the risks necessary to achieve them.

Here’s a question. How do you find the right people? This week’s guest is Nick Law. He’s the Global Lead for Design and Creative Tech at Accenture Song. Nick has had a storied career. Global Chief Creative Officer at R/GA. Chief Creative Officer of Publicis Groupe. VP, Marcom Integration at Apple before joining Accenture Song in early 2022. He has led and unlocked creativity across thousands of people. He’s seen what works. And what doesn’t. In my experience, the very best leaders understand three things. Their business, their people and themselves. But not in that order. Most leaders prioritize their understanding of the business. After all, it's the reference point that most people use when measuring the success or otherwise of an individual leader. Leaders rightly worry about the vision, the strategy, the execution and the performance of the organization, pouring themselves into KPIs and P&Ls. But getting those numbers to really sing is the consequences of two things. How well you understand your people. And how well you understand yourself. The creative thinking and innovation that every modern business depends on is amplified a thousand fold when its people trust and believe in the leaders of that business. Better visions, better strategies, better systems will move the needle a bit by themselves. But only a bit. And nothing like as far as when your people believe in you. And what drives that belief. Your courage, your confidence, your consistency. And your humanity. And all of those depend on how well you understand yourself. So if you’re struggling to find the right people, start by finding yourself and deciding what really matters to you. And then say it out loud so that your people can find you.

Edited highlights of our full conversation. Here’s a question. How do you find the right people? This week’s guest is Nick Law. He’s the Global Lead for Design and Creative Tech at Accenture Song. Nick has had a storied career. Global Chief Creative Officer at R/GA. Chief Creative Officer of Publicis Groupe. VP, Marcom Integration at Apple before joining Accenture Song in early 2022. He has led and unlocked creativity across thousands of people. He’s seen what works. And what doesn’t. In my experience, the very best leaders understand three things. Their business, their people and themselves. But not in that order. Most leaders prioritize their understanding of the business. After all, it's the reference point that most people use when measuring the success or otherwise of an individual leader. Leaders rightly worry about the vision, the strategy, the execution and the performance of the organization, pouring themselves into KPIs and P&Ls. But getting those numbers to really sing is the consequences of two things. How well you understand your people. And how well you understand yourself. The creative thinking and innovation that every modern business depends on is amplified a thousand fold when its people trust and believe in the leaders of that business. Better visions, better strategies, better systems will move the needle a bit by themselves. But only a bit. And nothing like as far as when your people believe in you. And what drives that belief. Your courage, your confidence, your consistency. And your humanity. And all of those depend on how well you understand yourself. So if you’re struggling to find the right people, start by finding yourself and deciding what really matters to you. And then say it out loud so that your people can find you.

Edited highlights of our full conversation. Here’s a question. How do you find the right people? This week’s guest is Nick Law. He’s the Global Lead for Design and Creative Tech at Accenture Song. Nick has had a storied career. Global Chief Creative Officer at R/GA. Chief Creative Officer of Publicis Groupe. VP, Marcom Integration at Apple before joining Accenture Song in early 2022. He has led and unlocked creativity across thousands of people. He’s seen what works. And what doesn’t. In my experience, the very best leaders understand three things. Their business, their people and themselves. But not in that order. Most leaders prioritize their understanding of the business. After all, it's the reference point that most people use when measuring the success or otherwise of an individual leader. Leaders rightly worry about the vision, the strategy, the execution and the performance of the organization, pouring themselves into KPIs and P&Ls. But getting those numbers to really sing is the consequences of two things. How well you understand your people. And how well you understand yourself. The creative thinking and innovation that every modern business depends on is amplified a thousand fold when its people trust and believe in the leaders of that business. Better visions, better strategies, better systems will move the needle a bit by themselves. But only a bit. And nothing like as far as when your people believe in you. And what drives that belief. Your courage, your confidence, your consistency. And your humanity. And all of those depend on how well you understand yourself. So if you’re struggling to find the right people, start by finding yourself and deciding what really matters to you. And then say it out loud so that your people can find you.

Here’s a question. Has leadership changed you? Or the people around you? This week’s guest is Philippe Krakowsky, the CEO of IPG. He runs a company of 58,000 people across more than 100 businesses. He worked at IPG for almost two decades before taking on the role in January 2021. He was known as the corporate shrink and the plumber. Deutsch New York even made a bumper sticker once with his photograph on it that read, “1-800-CALL-KRAKOWSKY. Got a problem? Call Philippe.” Despite all this, despite knowing and being known by almost everyone, when he took the job of CEO, he noticed that some people suddenly changed around him. Philippe, as you’ll hear, is human and a realist. His mantra, ‘Hey, show up with reality and we’ll figure it out,” struck a chord with me. Too often, leaders over-complicate. Sometimes, the situation. Sometimes, themselves. That’s not surprising. Leadership is complicated at the best of times. And it’s really easy to lose perspective. Step into a highly visible leadership role, and you are rare indeed if you are can hold on to a clear understanding of your strengths during the first few months. Typically, you become hyper aware of your perceived weaknesses, and it can take a long time to regain your self awareness and confidence that got you the job in the first place. But, even more challenging is what often happens to those around you when your new role suddenly changes your org chart relationship to them. When you now hold the power. That’s when your ability to overcome your own uncertainty becomes critical so that you can evaluate their behavior towards you objectively. Only then can you hold them to account. Only then will you have the confidence to ensure that they speak their truth to your power. How do you do that? How do you make sure you’re focused on their performance and not yours? Well, having a leadership philosophy goes a long way. Looking for an example? “Hey, show up with reality and we’ll figure it out,” is a pretty good place to start.

Edited highlights of our full conversation. Here’s a question. Has leadership changed you? Or the people around you? This week’s guest is Philippe Krakowsky, the CEO of IPG. He runs a company of 58,000 people across more than 100 businesses. He worked at IPG for almost two decades before taking on the role in January 2021. He was known as the corporate shrink and the plumber. Deutsch New York even made a bumper sticker once with his photograph on it that read, “1-800-CALL-KRAKOWSKY. Got a problem? Call Philippe.” Despite all this, despite knowing and being known by almost everyone, when he took the job of CEO, he noticed that some people suddenly changed around him. Philippe, as you’ll hear, is human and a realist. His mantra, ‘Hey, show up with reality and we’ll figure it out,” struck a chord with me. Too often, leaders over-complicate. Sometimes, the situation. Sometimes, themselves. That’s not surprising. Leadership is complicated at the best of times. And it’s really easy to lose perspective. Step into a highly visible leadership role, and you are rare indeed if you are can hold on to a clear understanding of your strengths during the first few months. Typically, you become hyper aware of your perceived weaknesses, and it can take a long time to regain your self awareness and confidence that got you the job in the first place. But, even more challenging is what often happens to those around you when your new role suddenly changes your org chart relationship to them. When you now hold the power. That’s when your ability to overcome your own uncertainty becomes critical so that you can evaluate their behavior towards you objectively. Only then can you hold them to account. Only then will you have the confidence to ensure that they speak their truth to your power. How do you do that? How do you make sure you’re focused on their performance and not yours? Well, having a leadership philosophy goes a long way. Looking for an example? “Hey, show up with reality and we’ll figure it out,” is a pretty good place to start.

Edited highlights of our full conversation. Here’s a question. Has leadership changed you? Or the people around you? This week’s guest is Philippe Krakowsky, the CEO of IPG. He runs a company of 58,000 people across more than 100 businesses. He worked at IPG for almost two decades before taking on the role in January 2021. He was known as the corporate shrink and the plumber. Deutsch New York even made a bumper sticker once with his photograph on it that read, “1-800-CALL-KRAKOWSKY. Got a problem? Call Philippe.” Despite all this, despite knowing and being known by almost everyone, when he took the job of CEO, he noticed that some people suddenly changed around him. Philippe, as you’ll hear, is human and a realist. His mantra, ‘Hey, show up with reality and we’ll figure it out,” struck a chord with me. Too often, leaders over-complicate. Sometimes, the situation. Sometimes, themselves. That’s not surprising. Leadership is complicated at the best of times. And it’s really easy to lose perspective. Step into a highly visible leadership role, and you are rare indeed if you are can hold on to a clear understanding of your strengths during the first few months. Typically, you become hyper aware of your perceived weaknesses, and it can take a long time to regain your self awareness and confidence that got you the job in the first place. But, even more challenging is what often happens to those around you when your new role suddenly changes your org chart relationship to them. When you now hold the power. That’s when your ability to overcome your own uncertainty becomes critical so that you can evaluate their behavior towards you objectively. Only then can you hold them to account. Only then will you have the confidence to ensure that they speak their truth to your power. How do you do that? How do you make sure you’re focused on their performance and not yours? Well, having a leadership philosophy goes a long way. Looking for an example? “Hey, show up with reality and we’ll figure it out,” is a pretty good place to start.

Here’s a question. Why do people follow you? In the last month, my mother died and the mother of my country died.  Loss makes us look back. And look forward. It’s encouraged me to ask two questions.  What made me who I am?  And who do I want to be going forward?

Here’s a question. Who do you want to be? And what are you waiting for? I say all the time on this podcast and in my work, we do not have to be defined by the past or the expectations of others. We can all decide who we want to be and act with intention to be that person. Too often we got stuck by an imperfect view of who we are and why we are that way. Frozen by fear of change, or the truth or an excuse without real substance and which has become a habit. But our future selves are waiting to be written, to be lived and be loved. Don’t wait too long.

Here’s a question. How much do you know about what’s happening at your company?  This week’s guest is Mark Read, the CEO of WPP. At last month’s Cannes Lions International Festival of Creativity, WPP was named the most Creative Company of the Year. Mark took over the role in 2018 from WPP’s founder, Sir Martin Sorrell. It was one of the most publicized and dramatic changes in leadership that the advertising and marketing industries have ever seen.  Taking the company from those turbulent times, to one of relative stability and success, has required a realistic, pragmatic approach. Leadership of any creative business is a balancing act. Between dreams and reality. Belief and skepticism. The known and the unknown.  Where you are on each of those scales depends on circumstances that can change by the day and sometimes faster than that. Which means sometimes you have to make decisions based on instinct. That’s fine, to a point. But as flawed human beings, even the best leaders among us are sometimes let down by their instincts.  When you’re looking for a place from which to start the process of deciding what happens next, I have found that the best leaders prefer to begin with the truth. In fact, they seek it out. As Mark says, when you’re in charge, that’s often difficult to find.  But if you’re going to build scalable, sustainable success, finding out what’s really happening is a critical starting point.  That might be difficult and sometimes painful in the short run. And a lot of leaders by-pass seeking out the truth because it makes life more complicated for a while.  But starting with the truth pays for itself in big and small ways. Including in your ability to look yourself in the mirror.