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Chief in Tech S1E22 - Michelle Bozeman : Unlocking Leadership Potential – Emotional Intelligence for Women in Tech · Chief in Tech Deep Dive Shortcast

• 0:00
  So imagine you're deploying a flawless, beautifully
• 0:04
  architected system. I mean, the syntax is pristine,
• 0:07
  the logic is incredibly tight, and it's just
• 0:09
  humming along perfectly in your local environment.
• 0:12
  Right, the dream scenario. Exactly. But then
• 0:14
  the second you push it to a live production environment,
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  the entire system just completely crashes. It
• 0:20
  falls apart. Oh, yeah. Which happens because
• 0:22
  that perfect code doesn't exist in a vacuum.
• 0:25
  Once it's deployed, it's forced to interact with
• 0:28
  this highly complex, really unpredictable ecosystem
• 0:32
  of legacy databases and third -party APIs. Meradic
• 0:36
  user input. Exactly. Users doing things you never
• 0:38
  planned for. And that is exactly what happens
• 0:40
  to brilliant tech leaders, like every single
• 0:43
  day. We spend our entire careers perfecting our
• 0:45
  personal code, right? Our hard technical skills,
• 0:47
  our certifications, our algorithmic thinking.
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  But we often completely neglect the operating
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  system required to actually deploy those skills
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  into a messy human ecosystem. So today, our mission
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  in this deep dive is to unlock the secret weapon
• 1:02
  for leadership in that unpredictable environment.
• 1:05
  And spoiler alert. It's not a new programming
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  language. No, it is not a framework either. It
• 1:09
  is emotional intelligence or EQ. Right. And we
• 1:13
  are examining this through a really specific,
• 1:16
  highly revealing lens today. The source material
• 1:20
  for our deep dive comes from Michelle Bozeman.
• 1:22
  She is amazing. Oh, an absolute powerhouse. She
• 1:25
  has 30 years of IT experience, including roles
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  as a director at Microsoft and a senior leader
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  in AWS professional services. Wow. So she really
• 1:36
  knows the landscape. Intimately. And today, she
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  runs TBW, which is an executive coaching firm
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  specifically built for high -achieving women
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  in tech. So she's sitting right on the front
• 1:46
  lines, seeing exactly why brilliant technical
• 1:48
  minds stall out, and more importantly, the specific
• 1:51
  mechanisms they use to leap forward. Okay, let's
• 1:54
  unpack this, because if you are a data -driven
• 1:56
  person listening right now, you might be, you
• 1:57
  know, rolling your eyes a little bit. The soft
• 1:59
  -skill stereotype. Yes. There's this persistent
• 2:02
  bias in tech that EQ is just corporate fluff.
• 2:05
  Like, it's just HR speak. But if you look at
• 2:08
  the McKinsey data Bozeman cites, it completely
• 2:11
  shatters that assumption. Leaders with high EQ
• 2:14
  scores are actually outperforming their revenue
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  targets by 20%. Wait, 20 %? That's massive. It's
• 2:22
  a staggering variance. I mean, we usually attribute
• 2:24
  a 20 % revenue jump. to a massive new product
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  launch or some seismic market shift, not to how
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  a leader manages their own internal impulses,
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  but that data point sets up a really critical
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  tension in Bozeman's work. Because statistically,
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  women naturally index very high on foundational
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  EQ traits. They typically demonstrate much stronger
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  baseline skills in reading nonverbal cues, active
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  listening, and pathetic response. So they should
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  be totally dominating the field, right? You would
• 2:53
  think so. Yet, in a highly technical, historically
• 2:56
  metric -obsessed environment, these natural strengths
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  don't automatically translate to executive success.
• 3:01
  If they aren't managed strategically, they actually
• 3:04
  become hidden traps. Interesting. Okay, to understand
• 3:07
  why those traps happen, I think we first have
• 3:09
  to elevate our definition of EQ. Because we aren't
• 3:13
  just talking about being nice, right? No, not
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  at all. Bozeman breaks EQ down into four operational
• 3:19
  pillars. Let's hear them. First, there's self
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  -awareness, which is essentially real -time internal
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  telemetry. It's your ability to read your own
• 3:28
  emotional logs before they trigger an outward
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  reaction. Like checking your own system vitals.
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  Exactly. Second is self -management. That's your
• 3:35
  runtime execution and impulse control. Third
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  is social awareness. So your capacity to read
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  the network traffic and room dynamics. Seeing
• 3:43
  what's happening around you. Right. And finally,
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  relationship management, which is your ability
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  to establish latency -free collaboration. When
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  you define it in those operational terms, it
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  makes perfect sense why Talent Smart found that
• 3:55
  90 % of top performers across all industries
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  possess high EQ. 90 %? Yeah. In fact, when looking
• 4:01
  at leadership effectiveness specifically, EQ
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  is proven to be twice as important as IQ and
• 4:07
  technical skills combined. Twice as important.
• 4:09
  That is wild. Well, I think of this way, you
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  know. Your IQ and your coding proficiency, they
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  represent your smartphone's hardware. It's the
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  processor speed. It dictates your raw theoretical
• 4:21
  capability. Okay, I like this analogy. But EQ
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  is the operating system. If you have a glitchy,
• 4:28
  unpatched OS, it honestly doesn't matter if you
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  have the fastest microchip on the planet. Right,
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  the system's still going to crash. Exactly. The
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  hardware simply cannot route resources efficiently,
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  especially when it's juggling multiple complex
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  applications, which in our world means managing
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  diverse engineering teams, navigating agile pivots,
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  and resolving cross -departmental conflicts.
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  What's really fascinating here is how the world's
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  largest tech companies have independently proven
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  that exact premise. Look at Google's project
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  Aristotle. Oh, the perfect team study. Yes. They
• 5:01
  spent years trying to mathematically engineer
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  the perfect, most productive team. They fed massive
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  data sets into their models, educational backgrounds,
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  coding proficiencies, personality types. Just
• 5:11
  looking for the ultimate combination of geniuses.
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  Exactly. And the number one predictor of team
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  success wasn't the raw hardware, it was psychological
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  safety. which is a direct measurable byproduct
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  of emotionally intelligent leadership. And there
• 5:26
  is actually a physical biological mechanism behind
• 5:29
  this that makes it so actionable because, you
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  know, the immediate pushback is usually, well,
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  my brain just doesn't work that way. I'm a logical
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  person. My EQ is basically set in stone. Right.
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  The I am who I am defense. Yeah. But the neuroscience
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  completely invalidates that excuse. Totally.
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  Yeah. Unlike IQ, which largely stabilizes and
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  remains kind of static throughout your adult
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  life, EQ is governed by neuroplasticity. Which
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  means we can change it. Exactly. Every time you
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  consciously choose a strategic response over
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  like a reactive emotional impulse, you are physically
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  thickening the neural pathways in your prefrontal
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  cortex. Wow. You're actively building myelin
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  around those new connections, which literally
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  upgrades your operating system's code over time.
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  It is a highly trainable physical adaptation.
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  Which brings us to a really fascinating contradiction.
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  If EQ is a trainable skill, and women naturally
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  excel at the foundational telemetry of it, then
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  women should be effortlessly dominating executive
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  technical leadership. Right. But they aren't.
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  Many are hitting a ceiling, or worse, completely
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  burning out. And Bozeman identifies three specific
• 6:35
  systemic pitfalls responsible for this. So let's
• 6:38
  look at pitfall number one, over accommodation.
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  Oh, boy. This is a scenario that many of you
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  listening will recognize instantly. Oh, for sure.
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  Think about the last high -stakes architecture
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  review you led. Instead of simply delivering
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  your analysis, you are likely running a massive
• 6:53
  background process. You're carefully modulating
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  your tones so you sound confident, but not aggressive.
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  You pre -qualify your insights with things like,
• 7:02
  uh, I might be missing some context here, but...
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  The constant apologizing. Exactly. You might
• 7:07
  even catch yourself absorbing the blame when
• 7:09
  a deployment fails, even if the failure happened
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  downstream from your code. You aren't just participating
• 7:15
  in the meeting, you are managing a second, entirely
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  invisible job of monitoring how everyone in the
• 7:21
  room is perceiving your output. And that invisible
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  job demands a massive amount of processing power.
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  Bozeman refers to this as the authenticity tax.
• 7:31
  The authenticity tax? Yeah. The research indicates
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  that women often spend up to 30 % of their mental
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  resources just monitoring and adjusting their
• 7:39
  self -presentation. 30 %! just on managing how
• 7:44
  they look to others. Think about the sheer cognitive
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  drain of that. 30 % of your available RAM is
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  just dedicated to threat detection and tone modulation.
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  Every ounce of mental energy spent hyper -analyzing
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  your presentation is energy stripped directly
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  away from complex problem solving and strategic
• 8:01
  innovation. But I want to push back a little
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  on the idea that this is just a personal failing.
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  The reason this happens isn't because women just
• 8:08
  lack confidence. No, not at all. Bozeman clearly
• 8:10
  points out the double bind. It is a very real,
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  well -documented systemic trap. If you are highly
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  assertive and direct in a tech environment, you're
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  respected for your technical chops, but you get
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  penalized socially. Right. You get labeled as
• 8:25
  difficult or abrasive. Exactly. But then, if
• 8:28
  you lean heavily into the empathetic collaborative
• 8:31
  side, you're penalized professionally. You're
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  seen as too soft to make ruthless technical decisions.
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  The classic catch -22. So this over -accommodation
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  isn't a glitch. It's basically a necessary survival
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  mechanism to navigate a flawed system. It absolutely
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  begins as a survival mechanism, but it inevitably
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  becomes a performance bottleneck. You just cannot
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  operate at the executive level while paying a
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  30 % tax on your cognition. So how do we bypass
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  the tax? Well, the solution Bozeman proposes
• 9:00
  is not to just abandon all filters and become
• 9:02
  aggressively blunt. That just creates friction.
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  The antidote is what she calls strategic authenticity.
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  Strategic authenticity. Okay, what does that
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  look like? This is the intentional alignment
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  between your internal values and your external
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  expression. You are expressing your genuine self,
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  but doing it in a way that deliberately advances
• 9:21
  your objectives. And the ROI here is highly measurable.
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  Do we have numbers on that? We do. Leaders who
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  achieve this alignment and are rated as authentic
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  by their teams actually outperform their peers
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  by 22 % on leadership effectiveness metrics.
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  Because authenticity removes the latency. It
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  builds immediate trust and trust accelerates
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  deployment. But how do you actually implement
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  strategic authenticity? Bozeman provides three
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  very concrete tools. The first is the emotional
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  audit. Okay. This is just a two -minute process
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  before a critical interaction where you check
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  your internal telemetry. Yeah. Are you acting
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  out of desire to solve the technical problem
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  or are you acting out of a desire to manage someone
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  else's perception of you? Oh, that's a great
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  question to ask yourself. It stops unexamined
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  anxiety from compiling into your behavior. Okay,
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  what's the second tool? The second tool is value
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  -aligned decision -making. You have to clearly
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  define your non -negotiable leadership values
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  and use them as your compass. Give me an example
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  of how that plays out. Let's say a product manager
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  is aggressively pushing for a Friday deployment
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  of a feature, you know, hasn't cleared security
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  protocols. If your core value is integrity of
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  the system, you don't need to waste RAM worrying
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  about whether pushing back makes you look difficult.
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  You just lean on the value. Exactly. You anchor
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  your response entirely on the value. You say,
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  my priority is system stability, so we are holding
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  this until Monday. The value makes the decision
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  for you, completely removing the authenticity
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  tax. I love that. And the third tool is authentic
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  voice journaling. It sounds a bit abstract, but
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  it's really just log analysis. Right. You track
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  your weekly interactions, you note the meetings
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  where you felt aligned and authoritative, and
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  the ones where you felt yourself shrinking or,
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  you know, over accommodating. You start looking
• 11:06
  for the bugs in your own log. Exactly. You start
• 11:08
  to spot the triggers. Maybe a specific stakeholder's
• 11:12
  communication style constantly forces you into
• 11:14
  a defensive posture. You can't write a patch
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  for a bug until you identify the pattern in the
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  logs. You are turning subjective feelings into
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  actionable data. Overaccommodation is fundamentally
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  an issue of how we filter our output to the world.
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  But what happens when we reverse the flow of
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  information? What happens when we stop worrying
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  about what we are outputting and look at the
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  emotional data we are downloading from our team?
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  Oh, this leads us directly to pitfall two, the
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  empathy burden. Right, because empathy is a phenomenal
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  tool for building that psychological safety we
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  discussed earlier. But it has a severe failure
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  mode. It really does. A recent study found that
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  68 percent of women leaders report experiencing
• 11:55
  compassion fatigue. 68%. And this isn't just
• 11:58
  regular tiredness, right? It is a profound systemic
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  emotional exhaustion that occurs when a leader
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  continuously absorbs and processes the stress,
• 12:08
  the anxieties, and emotional burdens of their
• 12:10
  team members. Here's where it gets really interesting,
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  because the conventional wisdom is that being
• 12:15
  highly empathetic makes you a servant leader.
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  Like, that's the ideal. Right. But Boseman reveals
• 12:21
  that acting as an emotional sponge actually creates
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  a massive systemic risk, both to your career
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  trajectory and to the organization itself. It
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  fundamentally damages your operational capacity.
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  When a leader functions as an endless emotional
• 12:34
  caretaker without firm boundaries, a shift happens
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  in the organization's perception of them. How
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  so? Well, in a hard skills environment, that
• 12:43
  deep unstructured empathy gets reframed negatively.
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  You stop being seen as a strategic visionary,
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  capable of leading a massive migration, and you
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  start being viewed as, well, maternal. The maternal
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  trap. Exactly. You become the team therapist,
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  which drastically erodes your strategic authority.
• 13:02
  But honestly, the damage to the team is even
• 13:04
  worse. Right, because if you are the one constantly
• 13:07
  regulating the team's stress, you're essentially
• 13:08
  creating a centralized server for emotional processing.
• 13:12
  Yes. If you go offline, like if you take a vacation
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  or move to a new project, the whole team crashes
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  because they haven't built their own local capacity
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  for resilience. Your compassion hasn't empowered
• 13:22
  them. It has inadvertently turned you into a
• 13:25
  single point of failure. That's a perfect way
• 13:27
  to describe it. A single point of failure. So
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  to fix this, you don't suddenly become a cold,
• 13:34
  hyper -rational robot, right? Right. We still
• 13:36
  want to be human. Exactly. The solution is compassionate
• 13:40
  detachment. This means you care more strategically
• 13:43
  so that you can sustain that care over the long
• 13:45
  term. Studies actually show that leaders who
• 13:48
  implement compassionate detachment report a 40
• 13:52
  % reduction in emotional exhaustion. Wow, almost
• 13:54
  half. And it actually increases their team's
• 13:57
  independent problem -solving metrics at the same
• 13:59
  time. Because they're forcing the team to process
• 14:02
  their own emotions. Exactly. The mechanics of
• 14:04
  compassionate detachment are highly actionable.
• 14:07
  So step one, schedule your emotional support.
• 14:10
  You cannot be an open API that anyone can ping
• 14:12
  at any time of day to dump their stress. Boundaries
• 14:15
  are essential. Right. You need to establish predictable
• 14:18
  office hours for those deep supportive conversations.
• 14:22
  Step two, create firm boundaries. Bozeman highly
• 14:26
  recommends designating no emotional labor days.
• 14:30
  I love that concept. Yeah, these are specific
• 14:32
  days completely blocked off for deep architectural
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  work and strategic planning, where your team
• 14:37
  knows you are offline for interpersonal troubleshooting.
• 14:40
  And step three is the actual mechanism of interaction.
• 14:43
  It's called the Observe Support Release Technique.
• 14:46
  Okay, walk us through that. So, when a developer
• 14:48
  comes to you completely overwhelmed by a failing
• 14:51
  build, you observe their frustration. and you
• 14:54
  offer appropriate structural support. Maybe you
• 14:57
  assign a secondary engineer to help them debug.
• 14:59
  You give them resources. Right. But then, you
• 15:01
  deliberately release the responsibility for their
• 15:03
  emotional state. You ask them, what patterns
• 15:06
  are you noticing in how you approach these high
• 15:08
  pressure bugs? By doing this, you force their
• 15:11
  prefrontal cortex to engage. You slip it back
• 15:13
  to them. Exactly. You're forcing them to build
• 15:15
  their own neural pathways for resilience rather
• 15:18
  than doing the emotional heavy lifting for them.
• 15:20
  You shift from being an emotional manager to
• 15:22
  an emotional capacity builder. I absolutely love
• 15:26
  that. That's a huge shift. So we've debugged
• 15:28
  our output with strategic authenticity. We've
• 15:32
  optimized our inputs with compassionate detachment.
• 15:34
  But there is a third vector we have to secure.
• 15:37
  The toughest one. Yeah. What happens when the
• 15:39
  critical data is pointed directly at us? How
• 15:41
  do we process negative feedback without it crashing
• 15:44
  our own system? Which triggers Bozeman's final
• 15:46
  challenge, pitfall three, perfectionism, and
• 15:50
  the certainty gap. OK, let's get into the data
• 15:52
  on this one. This is where the behavioral data
• 15:54
  gets incredibly stark. A Cornell University study
• 15:57
  found a massive discrepancy in how risk is processed.
• 16:01
  Women need an average certainty level of 80 %
• 16:04
  before making a decision or taking action. 80%.
• 16:07
  And what about men? Their male counterparts will
• 16:09
  confidently move forward with just 65 % certainty.
• 16:12
  Wow. I suppose if we are talking about, like,
• 16:15
  deploying a massive database migration, demanding
• 16:18
  80 % certainty is excellent engineering, you
• 16:20
  want high standards. Sure, in a techable context.
• 16:23
  But I can see how applying that same 80 % requirement
• 16:26
  to your own self -worth would be catastrophic.
• 16:29
  If your baseline requirement is perfection, then
• 16:32
  any piece of critical feedback isn't just a data
• 16:34
  point. It shatters the entire framework. You
• 16:37
  hit the exact mechanism of the problem. that
• 16:40
  impossibly high bar of perfectionism causes women
• 16:43
  to internalize criticism in a fundamentally different
• 16:46
  way. Boseman's research points out that women
• 16:50
  are 22 % more likely to attribute project failures
• 16:53
  or mistakes to their own internal character flaws
• 16:56
  rather than external environmental circumstances.
• 16:59
  That's heavy. It is. So when a manager says,
• 17:02
  you know, this feature lacks scalability, the
• 17:05
  perfectionist brain doesn't hear a technical
• 17:07
  critique. It hears, I am an imposter who doesn't
• 17:10
  belong in this role. It makes it personal. Exactly.
• 17:12
  It triggers an amygdala hijack. It fuels toxic
• 17:15
  rumination. And it paralyzes the rapid iteration
• 17:18
  that tech leadership actually requires. So we
• 17:21
  need a reliable algorithm for processing feedback
• 17:23
  without letting it corrupt our confidence. And
• 17:26
  Bozeman offers a brilliant structured framework
• 17:29
  for this called the 321 feedback method. Yes.
• 17:33
  Studies in cognitive behavioral therapy show
• 17:35
  that using highly structured approaches like
• 17:37
  this can reduce that paralyzing rumination by
• 17:40
  up to 60%. 60%. That's huge. It really is. So
• 17:44
  here is how you execute the 3 -2 -1 method. The
• 17:48
  next time you receive tough critical feedback,
• 17:50
  you grab a physical notebook. And we should specify
• 17:53
  why the physical act of writing is necessary
• 17:55
  here. Good point. Go ahead. When you receive
• 17:57
  criticism, Your amygdala, the threat detection
• 18:00
  center of your brain, fires up. By forcing yourself
• 18:03
  to physically write things down, you are demanding
• 18:06
  processing power from your prefrontal cortex.
• 18:08
  You're manually overriding the panic. Literally.
• 18:11
  You are rerouting the electrical activity in
• 18:13
  your brain away from panic and toward logical
• 18:16
  analysis. Exactly. It forces the system to cool
• 18:18
  down. So first, you identify the three. You write
• 18:21
  down three objective truths hidden within the
• 18:24
  feedback. You strip away the tone of the person
• 18:26
  who delivered it. You strip away your own defensiveness.
• 18:29
  And you extract three undeniable analytical facts.
• 18:33
  Right, just the raw data. Then second, you determine
• 18:36
  the two. You create two concrete actions based
• 18:38
  on those truths. Like, what is your actual deployment
• 18:41
  plan for tomorrow to address those facts? And
• 18:43
  finally, the one. This is the most critical step.
• 18:47
  You consciously choose one aspect of the feedback
• 18:50
  to let go of. Which is deeply counterintuitive
• 18:53
  for an overachiever. I mean, how could you just
• 18:56
  ignore a piece of feedback? It feels wrong, right?
• 18:58
  Yeah. But that is the mechanism that reclaims
• 19:01
  your power. You have to recognize that in any
• 19:04
  human ecosystem, some feedback is just corrupted
• 19:07
  data. Exactly. It might be purely subjective.
• 19:10
  It might be driven by office politics or it might
• 19:12
  contradict your core values. By actively choosing
• 19:15
  one piece of the feedback to discard, you shift
• 19:18
  from being a passive victim of criticism to an
• 19:21
  active curator of your own growth. Three objective
• 19:24
  truths, two concrete actions, one thing to send
• 19:28
  to the trash. It's a brilliant way to process
• 19:31
  data without letting it infect the host. It really
• 19:34
  is. Now, as you look at these three pitfalls...
• 19:36
  the authenticity attacks draining your RAM, the
• 19:39
  compassion fatigue turning you into a single
• 19:41
  point of failure, and the perfectionism causing
• 19:44
  you to internalize bad data, you realize they
• 19:48
  aren't isolated bugs. They are a deeply interconnected
• 19:52
  system. Yes. If we connect this to the bigger
• 19:55
  picture, you see how these vulnerabilities feed
• 19:57
  off each other. If you are exhausted from absorbing
• 20:00
  your team's emotional weight, your system is
• 20:03
  already strained. which means you're going to
• 20:05
  be far more sensitive and reactive to critical
• 20:08
  feedback. Like a domino effect. Exactly. And
• 20:11
  if you are constantly monitoring your tone to
• 20:13
  sound perfect, you have no bandwidth left to
• 20:15
  enforce boundaries. But the inverse is also true
• 20:18
  patching. Just one of these areas creates a powerful
• 20:21
  cascading upgrade across your entire operating
• 20:23
  system. And that interconnectedness is why Bozeman's
• 20:26
  implementation strategy is so important. If you
• 20:28
  are listening to this and thinking, you know,
• 20:30
  I suffer from all three of these traps, I need
• 20:32
  to completely overhaul my personality by Monday
• 20:34
  morning. Don't do it. Right. Stop. That is a
• 20:38
  guaranteed recipe for system failure. The research
• 20:41
  from the Center for Creative Leadership is clear.
• 20:44
  Leaders who focus on developing highly specific
• 20:47
  targeted EQ skills report a 34 % higher leadership
• 20:51
  effectiveness score in just six months. The operative
• 20:55
  word being specific. Yes. This is why Bozeman
• 20:58
  advocates for a simple 30 -day EQ action plan.
• 21:02
  Do not try to boil the ocean. Look at the mechanisms
• 21:04
  we just discussed and pick exactly one technique.
• 21:08
  Just one. Pick your battle. Exactly. Maybe you
• 21:11
  commit to doing a two -minute emotional audit
• 21:13
  before your wantly stand -up. Maybe you establish
• 21:15
  every Thursday as a no emotional labor day. Or
• 21:18
  maybe you just promise to use the 3 -2 -1 method
• 21:20
  the next time a code review gets heated. You
• 21:22
  pick one protocol and you run it consistently
• 21:24
  for 30 days to build that neural pathway. It
• 21:27
  is also really worth noting the broader context
• 21:29
  of Bozeman's work here. She is so deeply invested
• 21:32
  in closing the leadership gap for women in tech
• 21:34
  that she actually offered complimentary coaching
• 21:37
  sessions to her audience to help them define
• 21:39
  these six -month objectives. Which is amazing.
• 21:41
  It really underscores a vital reality. You cannot
• 21:44
  completely rewrite your operating system in a
• 21:47
  vacuum. Community, mentorship, and objective
• 21:50
  external feedback, those are the critical infrastructure
• 21:53
  required for this kind of permanent growth. So
• 21:57
  what does this all mean for you? Whether you
• 21:59
  are a seasoned executive architect designing
• 22:02
  global infrastructure or a senior engineer just
• 22:05
  stepping into your first management role, you
• 22:07
  have to stop viewing emotional intelligence as
• 22:09
  a secondary nice to have soft skill. In an industry
• 22:13
  obsessed with sprint velocities, output metrics,
• 22:16
  and hard data, your EQ is your ultimate competitive
• 22:20
  advantage. It is the operating system that allows
• 22:23
  your hard -earned technical brilliance to actually
• 22:26
  function at scale. I want to leave you with a
• 22:28
  completely new angle to mull over as we wrap
• 22:30
  up today. Let's hear it. We've spent this entire
• 22:32
  time talking about EQ as a vital optimizer for
• 22:35
  your technical skills, right? But consider the
• 22:38
  trajectory of our industry right now. As AI models
• 22:42
  become increasingly sophisticated, as they begin
• 22:44
  to reliably automate the actual coding, the architecture,
• 22:48
  and the raw hardware tasks of engineering, the
• 22:52
  value of pure technical execution is going to
• 22:55
  commoditize. Oh, wow. That's true. Right. When
• 22:58
  AI can write the code faster and more accurately
• 23:00
  than any human, how long will it be until your
• 23:03
  emotional intelligence isn't just a leadership
• 23:05
  advantage but literally the only metric that
• 23:08
  separates a human engineer? from the machines
• 23:10
  they are managing. What a profound thought. The
• 23:14
  hardware is becoming automated. The operating
• 23:16
  system is what makes us indispensable. We spent
• 23:18
  our entire careers optimizing our code to ensure
• 23:20
  it runs flawlessly in any environment. It is
• 23:23
  time we start applying that exact same level
• 23:25
  of rigorous engineering to ourselves. Thank you
• 23:28
  for joining us on this deep dive. Pick your one
• 23:31
  technique, deploy it this week, and we will catch
• 23:33
  you next time.