Why Leadership Development is the #1 HR Priority for 2025
In this episode of the HR Leaders Podcast, we sit down with DJ Campbell, MBA, SHRM-SCP, Chief HR Officer at Sanford Health, to discuss the changing landscape of leadership, workforce transformation, and how AI is shaping the future of HR.
DJ shares insights on why leadership development is the #1 priority for organizations today, how AI is transforming workforce strategies, and why HR must focus on employee experience, trust, and transparent communication to drive engagement and retention.
He also unpacks the role of AI in healthcare HR, how organizations can balance technology and the human touch, and why companies must adapt leadership styles to meet the evolving expectations of employees.
🎓 In this episode, DJ discusses:
Why leadership development is the top priority for 2025
How AI can support leadership, engagement, and retention
Why employee experience is now a key business differentiator
The evolving role of power skills (formerly soft skills) in leadership
How HR leaders can build trust and transparency in decision-making
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DJ Campbell 0:00
When you look at the workforce landscape today, there's, there's clearly just not enough people that are going to be able to fill out the positions that we have out there. And so we're going to have to implement technologies to help, you know, supplement, you know, whatever that's going to look like in the future. And so right now, we're in that testing phase where we're looking at different models and how we integrate those what I know you're going to see is those leaders that understand how to lead people are going to win at this in the workforce team. They're going to be the ones that are going to be able to successfully implement these technologies. They're going to be able to help you retain your people, and they're going to help you understand how to communicate in a way that we probably haven't had to do in leadership in a long time. You DJ,
Chris Rainey 0:55
welcome to the show. How are you? My friend? I'm doing well. Thank you so much for having me. Good to see. I feel like I'm gonna get a presentation for you right now and you're gonna go to right now, and you're going to go to the whiteboard, you're going to map out all your topics, you're going to solve, you're going to give us
DJ Campbell 1:09
a master class. Well, maybe I guess where the conversation goes. Right? No
Chris Rainey 1:13
pressure. I'm only joking. Before we jump in, tell everyone a little bit about yourself personally and your journey to where we are today, you bet.
DJ Campbell 1:21
So I am actually coming to you today from balmy North Dakota in the United States. So the high today is negative 15. So wherever you are, you're probably warmer than I am. Fun. Fact, just an FYI for everybody. It is 72 inside. And so really, it is pretty nice, if you just don't go outside. Right now, I've lived here pretty much my whole life. Have a wife, have two kids, one that just entered college, so it's a pretty exciting time in the Campbell household right now, lots of differences in terms of my journey. You know, I went to college and went into operations, out of the gate and became a leader at a very, very young age, was way in over my head, and so I really became a student of HR, and probably about eight years into that journey, decided that I needed to take a step back of the operations world and really figure out who I was as a person, how I was going to lead people differently, because I was really, really struggling. So became a student of HR and haven't, haven't turned back since currently serve here in Sanford Health as their Chief HR officer, we've got around 60,000 employees within 26 different states in the United States. So it's a pretty fun job. There's always something fun and exciting to do. So just honored to be here.
Chris Rainey 2:37
I love that telephone quickly. A little bit more about Sanford Health, who just maybe that perhaps, if they're not aware of the organization, you
DJ Campbell 2:44
bet so Stanford health, we're a Midwest based healthcare system, and so we have, of course, healthcare delivery so major markets in North and South Dakota, and then we have a health plan, and we have a long term care arm. So we are around 60,000 employees strong right now, and just continue to grow. In the last 10 years, we have probably tripled in size, and so it's an exciting time to be part of the organization. Healthcare is really one of those industries that is changing daily. When you talk about technology, when you talk about how we deliver care to patients, everything is, you know, changing truthfully on a daily basis right now. So it's a real exciting time, and there's lots of new stuff always coming at you.
Chris Rainey 3:32
Yeah, I love the fact that you that you look at change and transformation for a very positive lens. You kind of have to right as well. And if you want to be a search or in this day and age, that is just, it's there's no end to that. It's constant change innovation. You're constantly disrupting yourself as a leader, but also as an organization as well. And I love the fact that you were smiling and took joy from that, because that is really part of what makes it exciting, right?
DJ Campbell 3:58
I think 100% and, you know, working in healthcare through COVID, I think we realized that change is just going to continue to happen no matter what we do. And so, you know, you get through COVID, and then you go through tons of workforce issues. Now we've got AI that, you know, so there's always just this, you know, line of things that are coming at you. And so it's kind of like the the old is saying you can laugh or cry. So let's laugh for sure, and then let's work on it together and get there. Yeah, what's,
Chris Rainey 4:25
uh, obviously, there's a lot, a lot of buzz words, a lot of things, you know, you can't even open your screen now about seeing things around AI. But what's really top of mind for you right now, and front of mind for 2025
DJ Campbell 4:39
number one priority in 2025 for us, I think, is leadership development and looking at, how do we, you know, integrate some of these technologies, but still keep that human touch for all of our staff. And I think you know, when you talk about AI and you see some of the things you can do when you've got 60,000 employees, understanding how that's going to affect all of them, and how you message out. How you're going to utilize that technology becomes pretty complicated and complex, and so ensuring that we've got those leaders on the front lines that are able to have that conversation and able to train, able to inspire in being those change agents as we go through what I consider the next five to 10 years are going to be constant, constant change within the workforce and how we deliver care within the healthcare
Chris Rainey 5:25
ecosystem. What the second gone? Go for it. Can we double down on that fast? Yeah, you have you opened up the can now I was like, don't jump to the second one. We got a lot. Why? Why did you and the team identify leadership development as such a key priority, so important.
DJ Campbell 5:44
You know, when you look at the workforce landscape today, there's, there's clearly just not enough people that are going to be able to fill out the positions that we have out there. And so we're going to have to implement technologies to help, you know, supplement whatever that might, you know, whatever that's going to look like in the future. And so right now, we're in that testing phase where we're looking at different models and how we integrate those but I think what you're going to see is not what I think you're going to see. What I know you're going to see is those leaders that understand how to lead people are going to win in this in the workforce game. They're going to be the ones that are going to be able to successfully implement these technologies. They're going to be able to be able to help you retain your people there, and they're going to help you understand how to communicate in a way that we probably haven't had to do in leadership in a long time. You know, we constantly, I think, in years past, have talked about, you know, accountability. How do you how do you drive results out of your people? How do you meet those business objectives? And now, I think, pre and post COVID, it's all about empathy, right? And so how do we meet our people where we're at? We got to be able to let them work from home. We've got to do all of these things. And so it's really a it's an interesting message that we're giving to our leaders. We want them to hit the business results, but we want to do it maybe in a different way that we haven't done before. And so I think right now, it's really just a level set for us. And how do you how do you manage, you know, the business, while making sure that you're being true to your people and meeting them where they're at and making sure that they have the things that they need to be successful within the workplace. Yeah, and so it's, it's been a good it's been a good journey so far. We've got a ways to go, but I think we're on the right path.
Chris Rainey 7:17
Yeah. I think, well, when I first became a leader, you know, 20 years ago, what it means to be a leader, now versus then has changed so dramatically when you think about the leadership competencies you mentioned, I think a second ago, leading with empathy. You know, that wasn't something that came up in my training, that was mentioned in my training when I became a leader, what some of the biggest shifts you've seen in leadership development, versus, you know, when we both started in our careers, versus what you're seeing now. I
DJ Campbell 7:51
think when I first started in my career was a lot of technical training, you know, how to manage people, how to delegate tasks, how to, you know, set expectations, how to follow up some of those, what I would consider more tactical skills in terms of, you know, how you utilize those when you were working with your team. Now, we hear things like emotional intelligence. I reference emotional intelligence all the time. I don't even know that that existed when I first started, but it's a very, very powerful tool to be able to regulate yourself and be able to understand and regulate others in that moment when you have to really deliver what can sometimes be a difficult message or a key message, to help build that business objective. And so I think that the competencies that we're looking for in leadership development are much more strategic in nature than they ever have been. And so we're talking about empathy, we're talking about emotional intelligence. We're talking about, you know, how you inspire others, not just motivate them or incentivize them to do something, but how do you build them in a way that you know they want to grow with the organization where they find purpose and value within your mission and continue to want to, you know, serve the people that you're serving within your organization. So I think the competencies you know 20 years, you know, in terms of difference, are almost completely different. I think it'll be really interesting to see what those competencies look like, you know, in the next 10 years, as I believe the technology is going to shift us even further and make us do things that I don't know, that we've even really identified yet.
Chris Rainey 9:15
Yeah, it's going to be interesting and nice to my next question, how do you think that technology and AI is going to impact leadership development?
DJ Campbell 9:25
I think it's going to be able to really help us understand the analytics of the people that we're that we're serving. You know, last year, not last year, excuse me, probably about three years ago, we we launched our first employee engagement survey here at Sanford, and we've tried many times, I think, in the past. And surveys are fun, right? You know? So you send the survey out, and a year later, you go through all the data, and you're analyzing and you're trying to figure out those actions. And by the time you've you've figured it out, the needs of the workforce have already changed. And of course, now we've, we've invested in technology, where we have. Live data as people are filling it out. And so from any time that we can go through and look at how people are doing, who's participating, what are the demographic graphics of the people that are that are participating? And so I think technology just really helps us understand that employee population in a way that we've never been able to do before, being able to segment it based on 10 year age, position, job title, all of those things help us analyze and be able to implement actions that are really going to help and enhance change moving forward. So I think that technology training is going to be critical for all of those leaders and how they utilize those but still have that human touch. I think when you talk about, you know, an employee engagement survey, you know what you do with that information is much more important than the data that you collect from the from the survey itself. And so what are the actions that you're going to put in place? And how do you communicate that up to your team, so that they know that you know what you're doing and what you're working on, you're actually following through on
Chris Rainey 11:05
what you promised. It's one of the most under I think one of the things that people don't talk about enough that point, you know, because there's nothing more frustrating than giving your feedback and not hearing anything. I think we've all experienced that in maybe previous companies, and the companies that I see really being successful and building that strong culture are ones that have the transparency to say we hear you. This is what we're doing, and this is the why. And also this is not what this is, but we can't do these things. And this is also why, right? Because that way, at least, because if you don't communicate anything, people's default is to think is going to be a negative default. Unfortunately, to that point and to your point about technology, we also now have the tools to be able to create customized messaging that speaks to the individual. This is what it means to Chris, to your role, right? It's not this blanket statement, like maybe this one, one out of 20 things actually applies to to me, and that's incredible, right? To create that employee experience which is now personalized, the same thing we've been doing for our customers in E commerce and other areas for many, many, many years, we're finally bringing that consumer experience to our employees experience as well. But I believe, yeah, but it is. It is uncomfortable for companies because they're now actually having to be more transparent and open, but you know, they're going to find out anyway as well. So I love that you mentioned that point about ensuring that we use to communicate that in an effective way beyond traditional ways of doing it. And that's where we can leverage technology.
DJ Campbell 12:50
Absolutely. You know, when you have five, five generations, six generations in the workforce, they all want to be communicated with differently. You know, if you got those boomers, yeah, you know, you don't, you don't need to meet with them as often. They just need an email. But you know, the millennials or the Gen Xers, you know, everybody is just a little bit different. And so how we utilize that technology to help facilitate those needs is very, very critical,
Chris Rainey 13:12
yeah, and to your point, like, what's important to me earlier, earlier in my career, is very different to someone who's more the end of their career, of what really means to them. So maybe health care and benefits and other things like that be maybe more important to that person, right? Whereas someone just joining the business could be something different. It could be about flexibility. Could be it's way more important to me early on as well. So what about technology in terms of leadership development, in terms of how you're leveraging technology to help upskill and prepare those leaders for, I don't want to say the future of work, but I just don't like saying that actually, because I feel like we're in it right now, the challenges that we currently face.
DJ Campbell 13:56
I think that when you when you talk about how we're going to upskill these employees to utilize the technology. I think it's understanding, you know, I think a year and a half ago, and I believe that's kind of when we first heard about AI, and when it hit the market. You know, there's all of this information out there. And I, you know, I think you had leaders or even employees thinking, you know, is my job going to be replaced? How are we, you know, what is, what is the future of workforce look like, you know, given that we've got this huge tool now that we can utilize to our benefit. And I think it's really understanding and positioning AI as a colleague, right? So it's your friend, it's your helper, it's somebody that can help you and make you more efficient and collect information for you and help you make better decisions. And so I think the first piece of technology is really helping people understand what it is. Let's introduce it to those folks that are maybe a little bit scared and have those really intentional conversations around this. Is this is the technology of the future. This is how it can be utilized in our workforce, and this is your role in it, so that we can begin to prep them for the. At what we'll consider probably a fairly drastic change in the future when we look at healthcare delivery. You know, when you healthcare is a really interesting, I think, avenue to utilize some of this technology, and because it's so personalized, and because you're you're really affecting human lives daily and day in and day out. So how do you utilize the technology. Because I don't know any patient that would love to walk into a room, and, you know, not have an actual bedside nurse there with you, but rather a TV screen with a person on there helping, you know, take your vitals or understand, you know, what things are going on there. And so it's a great mix for us in terms of how we implement that and how we utilize that. And so I think again, it's utilizing, you know, those learnings to help them understand how the technology can use what it's going to be used for, and to get them upskilled in terms of how to use it. But then also on the leadership development side. How do we, how do we begin to teach some of those soft skills that may be missing as we begin to go on this journey of utilizing this technology
Chris Rainey 16:01
isn't, don't you think it's interesting that the now we've kind of gone full circle, where the AI is replacing a lot of the technical skills. So it's me now the soft skills, which I don't even like that word soft skill for, like we need to I like the word power skills, because if I soft skills has a sort of a, you know, power skills are now becoming now important more than ever, as we start to replace a lot of these technical skills with technology and AI that's now rising. I saw a report about the top skills for 2025 and it was, there was hardly any technical skills on the list. So it's kind of like we're going full circle. It's so interesting. It's
DJ Campbell 16:45
interesting because I think when you talk about technical skills, you know, you can teach technical skills pretty much in the workplace, and I think on those, and I love that you said power skills. I'm going to start using that where that let's because I think when you do say soft skills, everybody's like, Oh, those are the warm and fluffy ones that, yeah, maybe you, you might have to use those someday. No, that doesn't most important, the most important, and they're really skills that have to be developed. I don't know that they can be taught. You can go through and you can tell people what they are, but it's really the application of those in the moment. And I and I wonder, and I hope that utilizing some of this technology will be able to help us do that in a more effective way. And I think as you begin to look at the analytics, you can pull from some of these different technologies, I think it gives you the understanding of how you can utilize those power skills in the moment in a more effective way.
Chris Rainey 17:38
Yeah, yeah. Where are you on that journey? Are you using any AI coaching tools, any partners that you started working with? How far you down that rabbit hole? We
DJ Campbell 17:48
we've just started right now, and are working with a number of different companies to figure out which ones we want to use, and then how we want to use them. As you can imagine, as an organization of our size, there's a lot of things to consider, especially
Chris Rainey 18:01
when health care, like, you know, the health care consequences are, you know, literally life and death, compared to other companies. Yeah, I think
DJ Campbell 18:11
technology moves probably a little slower in health care, just because of, you know, you've got patient information, of course, you're dealing with human lives, and so we're, we're probably a little bit further behind in terms of the technology that we're using right now. As I think the planning phases for us probably take a little longer than your average organization.
Chris Rainey 18:27
I think I'm excited for the industry, though, because, like, I feel like it's there's so many areas of areas right for innovation disruption, like a simple case, recently, I went to my doctor, and it was a private healthcare company in the UK, and I was in, I was having my one to one on one with the doctor, and I just realized halfway through that there was an AI note taker on the desk. Because normally, I always felt like, in the past, you don't feel like you're really present with the dots, because they're sitting there writing notes because they have to, and then they still have to, then manually put those notes and type them in a system, so you're basically doubling up the work. But that was just the way things were done. And I felt like I was way more valued in that conversation. They were way more present and engaging. And I feel like I actually had could have a better conversation, and they didn't have to worry about writing notes because they had an AI note taker on the desk. And I was like, and I asked it, they're like, yeah, it's been a game changer for me. It's like, literally just saved me an entire day and a half a week of manual work that I was doing before. And my notes are obviously accurate, because they're going straight from that that straight into the system. And I was just like, such a simple thing, but game changer,
DJ Campbell 19:47
we actually implemented something, gosh, about a year ago. And so we've got a few physicians, probably a handful of licenses within the system where they actually have an AI note taking agent when they're meeting with the patient. It knows what to listen for. Four, and it transcribes everything into our EMR electronic medical records. And so not only does it save them time, but when you think about, you know, some of those specialties where, you know they're busy, they're able to see four to five more patients per day. That's a huge game changer in terms of access, yeah, another way that we're utilizing technology. You know, North Dakota is a little bit rural. I don't know if you know that, but so we've got a lot of really small towns. And so in the past, you know, if you needed, you know, specialty care, you may end up going to a big city that maybe you don't have time or, you know, resources, to get out there. And so we've launched our our virtual health centers. We have a virtual hospital now that's located in Sioux Falls, South Dakota. And so the plan will be that we will open virtual clinics in very small towns where we'll have telemedicine there, and so you'll be able to see a provider without, you know, having to go and drive 100 miles to go get that that level of care. And so we're definitely doubling down. It's a little slower for us, but I think what we're going to see in healthcare is just increase access, you know, as we begin to use telemedicine and people understand that, yeah, my, my 92 year old grandpa, yeah, you know, had an issue, and he can't go and drive. Really shouldn't probably drive anywhere, honestly, but going to a big city would have been, you know, catastrophic, I think, for him, and having to navigate that,
Chris Rainey 21:24
it makes healthcare more accessible, equitable, right? And I've got, you know, older generations and members of my family that just don't even want to go to a doctor, don't want to go to hospital, but they need, they need, they need to help, right? But they so they would get it delivered, but they just don't want to go to somewhere as well. Even me, I live outside London now, and my doctors like an hour and a half drive, and I just get it, just get sent to my house. Now, again, it's just so much easier to be able to do that so and I feel like COVID was a big accelerator of that, right? Because it for years, for years, it had been a conversation, and there's all this red tape. And, you know, we can't do this for many reasons. And then when, all of a sudden, when you have no choice, look what happens, right? Those imaginary doors were broken down, and it happened right? And now, like even Uber delivers medication in certain countries. Now I didn't even know about until recently, I said, Wow, I get my medication delivered on Uber it's crazy to be able to do that. What about how do you? How do you, what are your thoughts on how everything we've just discussed is affecting the employee experience?
DJ Campbell 22:42
I think the employee experience is really, you know, as we've gone into maybe some workforce struggles, you know, specific, you know, I think probably in the world, but for sure, in the United States, I think understanding the employee population is become more critical. You mentioned it earlier, you know, I think as an HR practitioner, there was a time where we just kind of guessed what people wanted and what we needed to do to retain that we think we know best, yes, and so you guess, and maybe things, some things land well, and some things fall flat. But I think the technology that we have now helps us better understand what those things are, and it's going to change as you go through your through your life, right? And if you have kids health care, and you know, child care are probably at the forefront, and how you how you're able to afford that, and making sure that you've got somebody take care of those kids when you're when you're at work, but then when you get later in life, it's probably more health care related, and making sure that you've got health care talking about the finances in terms of, you know how you're going to retire. And so retention really means a lot of different things to a lot of very different people. And I think that's a huge benefit that we've seen in understanding, you know, how we retain. You know that critical workforce that we have out there right now, yeah, and I think it's made us much better decision makers as we implement different strategies to help build that. And I think you touched on it earlier as well. It's about being able to answer every question if we're not gonna be able to provide something, because that's really not within the scope of, you know, what employment is. An example would be, you know, are we gonna start paying for child care for people? That's probably not something that we can do today, but I think we owe that answer to them so that they understand and we're on the same page as we move forward, because I think that transparency helps build trust, and at the end of the day, building trust within the organization is the key driver to keeping people engaged and retaining
Chris Rainey 24:35
it's everything, and you can, and you can, and you can spend years building it, and you can break it in a second. I think that's one of the things, if you're like this, is it takes a long time to build that trust. It only takes a few a moment to break, to break that right? And so it's just as important and refreshing to those employees to hear, to hear, Oh, this is why we can't do this. And this is and. And this is the reason why. Then it is just a Not, not meant to not discuss it, because it's uncomfortable races, what, which is what we used to do, even in interviews I'm having, I'm interviewing, you know, a lot of a lot of people sort of entering to the entering the workplace for the first time, and they're challenging me way more than I expected, asking me questions in interviews about, you know, about connecting the business, their why, their purpose, right, their values, their you know, like, you know, what are we doing from a sustainability point of view, what are we doing? Like, all of these things that I did just wasn't a thing when I was younger that people are asking and they're valuing their time, their flexibility, their well being. We haven't spoke about that yet. All like those three things were not something that were no like their like, salary is coming like, Fourth on the list of priorities. Now it's what I'm seeing anyway, on my end, and that, in itself, needs us. It's forcing us to rethink, when we think about the word employee experience, right? It's changed completely.
DJ Campbell 26:12
It's, yeah, from where it was when I started, even just in HR, to where it is today. It's completely different. It's much more complex, but it's, I think, more exciting, because I think what I'm seeing is that we're actually figuring out how to engage people in a different way. And it's really, it's, it's fun, and it's, it's exciting to see people get excited to go to work, because I think there was maybe in the last 10 years, I think I've, I've worked and I felt like, wow, we're just continually fighting a losing battle. And I think this technology that we've been able to implement and utilize has really helped us understand that employee population a little bit differently. And I think the other thing maybe to talk about when it comes to that employee experience is utilize the technology for what it's out there, but continue to build whatever those employee listening strategies might be, and that might be, of course, a survey, but you know, how are you connecting with your team? How often are you connecting with your team? Where is your senior leadership team at in terms of communicating with your frontline staff? So there's tons of other little things that I think you have to build to help build that strategy out. Yeah, you can and, and I think organizations that understand that, or the organizations that are going to win in the future,
Chris Rainey 27:22
at least. You just spoke to a Citro. I won't mention her name, but it's a very large retail company that you all know, and she just joined as a two people officer, you know, talking about 100,000 employees. And she spent the last two months on the road visiting every store, yep, right, to get to know the managers, the leaders, the staff, to truly understand, not just from sitting in the seat in the office, but going there on site, the hard way, on planes, traveling all over to really, truly understand, right and connect before she starts to implement any strategies and Real change. And it just kind of was so refreshing, because, like, you can't replace that with technology. You know, some of it, you can just transactional pieces, but having the human in the loop is super important, and making sure we don't do that. And I see some companies that are going too far in one direction, and not, you know, with the last we spoke about well being, right? The last thing we need is someone asking a question around their well being to an AI assistant that says, like, you know, gives them the wrong advice, right, or doesn't direct to a human being as well. DJ, before I let you go, because I wanted to ask you, like, what would be your parting advice to like HR leaders, they're going to be sitting in your seat one day. Now, what did you wish you know that you didn't know, that you know now that you didn't know back then, when you're just getting Sure?
DJ Campbell 28:53
I think probably two things. First I would I would encourage everybody to listen. I think that's a lost skill in today's art. We all want to have our voice. We all want to be heard, and we all want to stage, especially in some of these, you know, in that C suite. But I've learned being the best listener helps you make the best decisions when you understand and you have multiple perspectives to make those decisions from. And I'm full transparency. That's probably not one of my strengths listening. I'm more of a go and doer. I'm an action taker, and so I have to be very, very intentional to slow down. I'm with you. Yes,
Chris Rainey 29:29
me too. Yeah. My founder will tell you. My co founder will tell you that yeah, is
DJ Campbell 29:39
really just, oh, sorry, yeah. The other thing I would say is just to be curious. You know, everybody's got a perspective, everybody's got a point. So once you're once you're able to sit down and listen, make sure you ask the right questions, to dig deep and figure out, you know, what's really driving what you're seeing in the workforce, within the workplace, with the certain employee be curious and not judgmental. I think Wale. Bit said it, but I found it from Ted lasso. And so I
Chris Rainey 30:03
take a TED lasso, yeah, so that's another one, right? Like we didn't discuss, and is building a culture of curiosity. Is something that I don't hear enough as well, which is super important, and again, will be thrown into that class of soft skills, which is now the most Empower important skills, is curiosity. In an age where we replace many processes and things of AI you and you can get answers to any question, it kind of removes that curiosity from that because you didn't have to be curious to find it, just it up. But listen, I could talk to you forever, but got to let you go. Where can people reach you if they want to reach out and say hi? Absolutely,
DJ Campbell 30:45
LinkedIn is probably the best I've got a you know, my profile is out there DJ Campbell and look it up and definitely shoot me a message. We'd love to connect and chat with anybody who's interested in talking about, you know, the future of workforce and the future of leadership.
Chris Rainey 30:57
So I appreciate you and thanks for taking the time to come on the show. Absolutely, thank you so much for
DJ Campbell 31:02
having me appreciate it. You.
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