>> from Santa Clara in the heart of Silicon Valley. It's the Q covering the Churchills 2019 brought to you by Silicon Angle Media. >> Hey, welcome back, everybody. Jefe Rick here with the Cube. We're in Santa Clara, California At the Churchills. It's the ninth annual kind of awards banquet at the Church O Club. It's on, and the theme this year is all about leadership. And we're excited to have not one of the winners, but one of the newest board members of the church, Oh, club. And someone is going to be interviewing some of the winners at a very many time. Cuba LEM Ray Wong, You know, from Constellation Research of founder, chief analyst >> and also >> a new board member for the Churchill Club Brigade, is >> also being back here. I love this event. There's one my favorite ones. You get to see all the cool interviews, >> right? So you're interviewing Grandstand from Pallet on for the life changer award. >> Yeah, so this is really incredible. I mean, this company has pretty much converge right. We're talking, It's media, It's sports, It's fitness. It's like social at the same time. And it's completely changed. So many people they've got more writers than soul cycle. Can you believe that? >> Yeah. I like to ride my bike outside, so I'm just not part of this whole thing. But I guess I guess on those bikes you can write anywhere >> you can write anywhere, anywhere with anyone. But it's not that. It's the classes, right? You basically hop on. You see the classes. People are actually pumping you up there. Okay, Go, go, go. You can see all the other riders are in the space. It's kind >> of >> addictive. Let's let's shift gears. Talk about leadership more generally, because things were a little rough right here in the Valley right now. And people are taking some hits and black eyes. You talk to a lot of leaders. She go to a tonic, shows you got more shows. A. We go to talk to a lot of CEOs when you kind of take a step back about what makes a good leader, what doesn't make a good leader? What are some of the things that jump into your head? >> You know, we really think about a dynamic leadership model. It's something conceit on my Twitter handle. It's basically the fact that you got a balance. All these different traits. Leaders have to perform in different ways in different situation. Something like Oh, wow, that's a general. They've done a great job commanding leadership. Other times we had individuals, a wonderful, empathetic leader, right? There's a balance between those types of traits that have to happen, and they curve like seven different dimensions and each of these dimensions. It's like sometimes you're gonna have to be more empathetic. Sometimes you got to be more realistic. Sometimes you're going to be harder. And I think right now we have this challenge because there's a certain style that's being imposed on all the leaders that might not be correct >> theater thing. The hypothesis for you to think about is, you know, when a lot of these people start the Silicon Valley companies the classic. It's not like they went to P and G and work their way up through the ranks. You know, they started a company, it was cool. And suddenly boom. You know, they get hundreds of millions of dollars, the I po and now you've got platforms that are impacting geopolitical things all over the world. They didn't necessarily sign up for that. That's not necessarily what they wanted to do, and they might not be qualified. So, you know, Is it? Is it fair to expect the leader of a tech company that just built some cool app that suddenly grew into, ah, ubiquitous platform over the world that many, many types of people are using for good and bad to suddenly be responsible? That's really interesting situation for these people. >> Well, that's what we talked about the need for responsive and responsible leadership. Those are two different types of traits. Look, the founding individual might not be the right person to do that, but they can surround themselves with team members that can do that. That could make sure that they're being responsive or responsible, depending on what's required for each of those traits. You know, great examples like that Black Mirror episode where you see the guru of, like, some slasher meet a guy. Some guys like Colin is like, you know, he wants to make sure that you know someone's paying attention to him. Well, the thing is like a lot of times, at least folks are surrounded by people that don't have that empathetic You might not have had what a founder is looking at, or it could be the flip side. The founder might not be empathetic. They're just gung ho, right, ready to build out the next set of features and capabilities that they wanted to d'oh! And they need that empathy that's around there. So I think we're going to start to see that mix and blend. But it's hard, right? I mean, going through a start up as a CEO and founder is very, very different than coming in through the corporate ranks. There's a >> very good running a company, you know. It's funny again. You go to a lot of shows. We get a lot of shows, a lot of key, knows a lot of CEO keynotes, and it's just interesting. Some people just seem to have that It factor one that jumps off the top is Dobie. You know, some people just seemed >> like the have it >> where they can get people to follow, and it's it's really weird. We just said John W. Thompson, on talking about Sathya changing the culture at Microsoft, with hundreds and hundreds of thousands of employees distributed all over the world. What a creative and amazing job to be able to turn that ship. >> Oh, it is. I mean, I can turn on the charm and just, like, get your view Lee excited about something just like that, right? And it's also about making sure you bring in the input and make people feel that they're inclusive. But you gotta make decisions at some point, too. Sometimes you have to make the tough choices. You cut out products, you cut out certain types of policies, or sometimes you gotta be much more responsive to customers. Right? Might look like you're eating crow. But you know what? At the inn today, cos they're really built around customers or state Kohler's stay close air bigger today than just shareholders. >> Right. Last question. Churchill Club. How'd you get involved? What makes you excited to jump on board? >> You know, this is like an institution for the valley, right? This is you know, if you think about like the top interviews, right? If you think about the top conversations, the interesting moments in the Valley, they've all happened here. And it's really about making sure that you know, the people that I know the people that you know there's an opportunity to re create that for the next set of generations. I remember coming here when it's like I go back, I think give Hey, just I don't hear anybody in 96 right? And just thinking like, Hey, what were the cool activities? What were the interesting conversations and the church? The club was definitely one of those, and it's time to give back. >> Very good. All right, well, congrats on that on that new assignment. And good luck with the interview tonight. Hey, thanks a lot. All right. He's Ray. I'm Jeff. You wanted the Cube with that? Churchill's in Santa Clara, California. Thanks for watching. We'll see you next time.