>>Female Presente hanks everyone for tuning in today, whether you're on video conference or live here at the campus. Couple logistics before we get started. My name is Rachel O'Meara. I'm a Wellness Champion for the Optimize Your Life series. I work out of San Francisco, but as part of the Optimize Your Life series, this is a global initiative that helps to keep all Googlers healthy, whether it's mental or physical types of health. So, we're really excited to have Mark Thornton here today to talk. There will also be time at the end for questions. So for anyone who has a question in the audience, you can use the mic that will be in the center aisle, or if you're on video conference, if you can wait 'till the end that would be great. And we'll take your question that Mark will repeat. So, a couple things to talk about just before I hand the microphone over to Mark. There is a couple things to be aware of as this is one of the talks of the Health series. You can find out a lot about what's happening for future talks at go slash O-Y-L. And they also have a Google+ page you can follow. There's also, anyone who's interested, can also sign up to be a fellow Wellness Champion. And all that means is you're an advocate to help bring people in to speak that you feel would be worthy to come in and share their insights. And you can sign up at go slash goto slash wellness champions. So, first a bit about Mark. A couple points I want to highlight. And I have to admit, this is not how I would have introduced him when I met him at Burning Man last year. [laughter] But it's worth plugging. So, Mark is the former Chief Operating Officer at JP Morgan private bank. And he's also the best-selling author of "Meditation in a New York Minute." We do have some copies of that available here just for five dollars. We do have a limited supply. So if we run out, they are taking names for future purchases that, I think, we'll get the book in about two weeks. And that's for the Mountain View folks. And Mark also works with clients like Wharton Business School, Harvard, and INSEAD. So without further ado, please welcome Mark Thornton. [applause] >>Mark Thornto h, good. Thank you. Can you all hear me OK? OK, great. Thank you. So, a quick question. How many of you are brand new to meditation? Just raise your hand. Wonderful. How many of you have a very serious, rigorous, committed daily practice? Great. How many of you tried meditation before and found it just incredibly frustrating? Great. Thank you. So, my name is Mark Thornton. And really, the purpose of today is to share with you as much information as I can. I think when I was 26 years old and I'm from Australia originally and I was in London, and I would describe myself as a hyped-up, caffeine-addicted, stress junkie. I was so stressed that I was grinding my teeth at night and I had to wear a mouth guard. I also started to lose my hair. So, I was 26 and thinking, "I'm gonna be bald and toothless by 30." [laughter] I'm glad you all laughed at that. Nothing wrong with bald and toothless, but it really prompted quite a deep inquiring. At the same time in my life, my father had just been diagnosed with cancer. And he linked very much the last three years of job stress with his illness. So, I was gonna be bald and toothless by 30. There was a chance I might not make it to 30. So, I went on a particular search. And my search had to end up in India. But there, I was passionate about trying to find spiritual techniques that I could work with every single day. So, as a COO, I didn't have five minutes to spend with my girlfriend, let alone low disposition, mantras, candles, ambient whale music, all that sort of stuff. So I was very fortunate. I met a teacher and he taught me practices that I could do anywhere, anytime, and that were really as powerful as taking retreats and living in the Himalayas and those sort of things. So, I want to share as much of that with you as possible. Does that sound interesting? No one wants to talk about tantric sex or something like that? [laughter] That's the advanced course and it's very, very expensive. But fun. Very fun, too. [laughter] So, I come bearing some good news because meditation has gone from weird and funky and we now have on your side some really incredible examples of institutions that are on board with this revolution. So, I teach at places like INSEAD. I teach at Wharton Business School. I teach at Harvard Law School. Elite firms like McKinsey & Co. are now introducing meditation as a key practice for associate partners and partners. If you look at the top five cancer hospitals in the US, all of them mention meditation, not as a cure, but as a complementary alternative practice. It's the same with the top five heart hospitals. And in terms of science--I won't go into this too much--but we have like a thousand plus studies on the scientific benefits of meditation. And I'm almost a bit embarrassed because I was asked by the US Army to come up with a list of the benefits of meditation and the science behind it. And as I was compiling all the data, I felt like a fantasist. Like, I was saying, "Well, not only can it reduce stress, it helps you with decision-making, [chuckles] reduces your mental activity, helps you with focus. It helps you with all this stuff." Pages and pages of scientific benefits. So, there's a lot of stuff there. Typically, what I teach in companies, the results of staff and teams typically get is the capacity to do more with less. They have an idea of better resilience, a greater capacity to focus on what's really, really important to them. Also, the sense of a master mindset, like no matter what throws at you, you have the capacity, the poise, the balance, the alignment to really cope with it in a masterful way. If you don't do this, it's more of the same--a sense of job fatigue, a sense of the in-tray is too, too big and I can't source it, complete energy depletion. So, this is some of the benefits. There was a famous study by Towers Perrin. It reviewed 90 thousand employees for different companies, different industries. And they found out that 20 percent of them were fully engaged, going above and beyond. Forty percent were enrolled, which means capable but not really at peak performance. And 38 percent were disengaged and disenchanted. So, it means that if this was a football team, two would be really engaged, nine are not, and four are either on the sidelines or looking the other way. So, I wanna share with you some signs. And the signs are emerging and they are becoming more and more encouraging. The signs used to be confusing. [laughter] But we have some really interesting things. Check this out. From Harvard Business Review, look at what is the number one top article that people were reading. "A Roadmap to a Life that Matters." And increasingly, peak performance leaders and teams are focusing on questions of not just delivery, not just execution, not just efficiency, but how do you create a life that matters for you and your team and your company and the planet. The other exciting news you have on your side is a strange ally, a strange institution of the US Army. The US Army has just introduced a program--it's been going on for a year and a half--and it's called Comprehensive Soldier Fitness. With more than a decade at war, the Army is finding that soldiers are coming back and PTSD is a really, really big issue for them. So, the Army has now redefined what it means to be Army strong. So to be Army strong, they're defined as five key domains--family, physical, social, emotional, and spiritual. So every member of the Armed Forces is going through a psychometric testing to identify each soldier's capacity in depth and strength in those five different domains. The remedial 25 percent are given additional training to boost up their strength. And the top five percent become teachers. I saw this when I was teaching at Fort Hood, which is the largest Army base in the US. I was teaching a leadership team. And the guy showed me this and I said, "I've been trying to share this message to Wall Street people for years." And here, the US Army is coming out and saying soldiers need to have emotional intelligence. Soldiers need to have spiritual dimension as a key part of how they define their strength. So, you probably know this, but one of the things I think when I talk with top teams is your1 next step at Google, your next outbreak of top performance, it's not gonna come from1 working harder. If you're at Google or JP Morgan, you are already working more hours1 than you can possibly handle. So, working harder is not gonna get it. And the New York1 Times wrote an article that said that the cost of job stress in terms of absenteeism1 and lost productivity, health costs, was more than a trillion dollars annually. The National1 Institute of Occupational Health and Safety said that the health costs alone, which means1 people actually end up in hospital or seeing a medical practitioner, is 200 billion dollars.1 That's roughly the economic cost of Hurricane Katrina every year. Another study said that1 50 percent of Americans suffer from anxiety. And there was a great long-standing study1 from the State of Massachusetts Department of Education Health and Welfare, which said1 that America's number one killer, which is heart attack, happens most frequently on one1 day of the week. Have a guess what day that is.1 >>Audienc onday.1 >>Mark Thornto ery good. And not only one particular day, but most frequently at one1 specific time on that day. Have a guess what time that is.1 [audience murmurs in response]1 >>Mark Thornto ine AM. Exactly. So work, literally, is killing us. Which means we've1 mastered two speeds--fast and crashing.1 [laughter]1 The second myth that I tell every top leader is the myth that stress equals results. This1 is a big one. And I was talking with the managing director from a pharmaceutical company in1 London last week. And she argued this point with me. It turns out, I found out that she's1 actually on six month's leave because of burn-out. This myth is so prevalent that even if you1 have hit the wall and you're burnt out, that you're still addicted to this fantasy that1 stress creates results. So stress, the definition of stress, is a physical, chemical, or emotional1 factor that causes bodily or mental tension and may be a factor in disease causation.1 Awesome. You don't want this stuff to be what gets you your results. The opposite is true.1 The less stress you have as a peak performer, more happiness, more results, better health.1 And the key insight for this is if you speak to any peak performing athlete, you say, "Tell1 me about the link between stress and results," they'll look at you strange and say, "Well,1 there is no correlation." Or, they try and reduce the stress. I'll give you an example.1 I was talking to a friend of mine who is the coach for the Swedish Winter Olympic team,1 Runne Gustafson, and we did some trainings together. And he said that he trained specifically1 cross-country skiers. What he noticed was when he reduced the signs and symptoms of1 stress, lower heart rate, lower respiratory rate, those sort of things, his skiers could1 ski further and faster. Now, the idea is if you're already at peak performance, you've1 already got enough effort on top of that. The only people I know who need more stress1 is maybe the United States Postal Service.1 [laughter]1 They probably need more stress. [laughter] But not folks at Google. And the mistake is1 always been that--. It's like looking at a car. And people have just noticed that when1 the car is revving and there's a lot of effort with the engine, there's a lot of exhaust1 coming out. And I've concluded that the exhaust is running the car. It's like if you're studying1 leadership and you go and you peer into the toilet of a leader,--1 [laughter]1 and you stick your finger in and you go--.1 [Mark Thornton sniffs]1 This is what's driving the leader. It's not. Stress is a by-product. It's a waste product.1 You have complete permission now to reduce it. The mistake is thinking that this is driving1 this. So, what gets results from peak performing athletes is not effort, but optimum effort.1 If you think about a tennis player at Wimbledon, the difference between a winning shot and1 a losing shot is infinitesimally small. So, it's that absolute optimum effort. Too much1 effort--losing shot. So, it's optimum effort we're going through. And I'll talk more about1 that in a moment. The other myth is that meditation is too hard. We're gonna break that myth for1 you. So, meditation is. So, I also just wanna with you, before I get into the definition1 of meditation, is that I wanna share a story about my--I think it was probably the worst1 day in my career at JP Morgan. I'd just been made COO. We had bought a bank called Robert1 Fleming in London. And pretty much it was a disaster. We were exactly a year over schedule--a1 year behind schedule. We were ten million pounds over budget. And the portfolio management1 trading team that we'd brought in, they hated us. They were a conservative English boutique1 thing. And I thought the brash Americans were taking them over. So, 40 percent of their1 portfolio managers, including the people who are driving the majority of the revenue, wanted1 to leave. So, that was my first day as COO. So what I did was I took action. I called1 meetings. I shouted when I needed to shout. I did stuff. But then, someone came to me1 and said, "How can you be so calm?" And I realized with a shock that I actually was.1 That actually, after years of meditation practice, what I'd learned is to take action from that1 place of center. Now, I wasn't asleep under my desk. I wasn't in a Lotus position and1 I wasn't avoiding things. I didn't ask people to light candles. I used to work on the training1 room floor. So, it's a busy environment. So, I share that because there's a real way in1 which these practices I wanna share with you can become an integral part of your every1 day. So, what is meditation? So, meditation is the effortless resting of your attention1 on your center, on your core, on your heart. And by heart, I don't mean as in the sense1 of your physical heart--the muscle. I don't mean it in terms of some Eastern practices1 about the heart's center. I mean it in terms of the phrase, "the heart of the matter."1 To get to the heart of the matter is to get to the essence. So, to explain it, I'll share1 with you a model of--. And this isn't specifically true. It's more like a metaphor. But it was1 created two and a half thousand years ago by an Indian sage called Patanjali. And he1 shared this model of how you are made up as a person. I'm not sure if you can see this1 up there, but--. OK. So, this is you, a badly drawn you. But he said this represents your1 physical body. And this is quite a dense quality. You can see it. You can touch it. And this1 is the outside of the body. And this is the inside. What also seems to be true is that1 if you close your eyes, what you're aware of is there's another layer of who you are,1 which is thoughts. And deeper than that now is there's another layer of feeling. And there's1 other different layers. But as Patanjali said as you drop deeper and deeper inside now,1 he said there was a place that you end up that was that he called the center. Now, everyone1 in this room had many, many experiences of the place called center, many, many times.1 You've experienced when you've gone for a walk in nature. You've experienced it when1 you've been relaxing watching the sunset. Maybe it's an inspiring art. Maybe you've1 written a beautiful book. It's looking at the eyes of the beloved. It's holding a child--that1 first gaze you have. Maybe it's like that total absorption in a task that you love doing.1 So, I just wanna ask you when you experience those, what are those qualities that you experience1 when you experience that center? Let's just call them out.2 >>MALE AUDIENCE MEMBER # ove.2 >>Mark Thornto ove. Beautiful. Love.2 >>MALE AUDIENCE MEMBER # eace.2 >>Mark Thornto hat else? Wonder. Gorgeous. Thank you. What else? Warmth? Thank you. Yes.2 What else? Presence? Beautiful. Thank you. What else?2 >>FEMALE AUDIENCE MEMBER# ranquility.2 >>Mark Thornto ranquility. Thank you. So, it is this body's passionate belief that what2 the world needs most now is leaders and people who can access these qualities wherever they2 are. And this, in my humble opinion, is business critical, mission critical. If you have access2 to these qualities that are already inside you, then nothing has to be manufactured or2 created. Then, how you lead will be radically, radically different. A leader who can connect2 with the quality and frequency of love, he will lead his or her team differently. You2 will ask different questions. You will have different visions about the future for your2 team, your company, your planet. So, all of meditation is, is simply pathways to directly2 access this unchanging deep part of who you really are. And these pathways that are Buddhist,2 Zen, Hindu, Christian, different practices, breath, body, mantra, tantra, all these different2 paths are simply doorways into the direct essence of who you are. Does that make sense?2 [chuckles] Great. So, I've completely lost where I am. So, the first thing is this sounds2 very nice and wonderful, but how do you build that into your every day? So, the first thing2 is to, what I call, O-W-F-P, which is the optimal work flow pattern. And there really2 are some incredibly dazzling slides, which portray this very beautifully. [chuckles]2 We just don't have access to them at the moment.2 >>FEMALE AUDIENCE MEMBER# t's coming.2 >>Mark Thornto o, I wanna show you an example of really how this can happen. And the explicit2 invitation here is that everyone in this room has at least an hour every day that you can2 be practicing. Now, does that sound like a lot? Good. It is a lot. But in the "Meditation2 in a New York Minute," what we're doing is we are doing an hour a day cumulatively, not2 consecutively. And what I mean by that is taking two seconds by the water cooler and2 breathe differently. As you're walking from meeting to meeting, take using those times2 to shift your breath. When you're standing in line at Starbuck's, rather than over-thinking,2 over processing, over-analyzing everything, just listening to your own mental code of2 spam, there's a way in which you can use those moments, which I call a "dead time" to really2 take time to connect very deeply. And the reason why I'm so excited to share that is2 because for years I struggled with trying to do 20 minutes in the morning, 20 minutes2 at nighttime. And it was just--. I couldn't do it. So, I kept beating myself up that I2 wasn't deep enough. I wasn't committed enough. I didn't have the willpower. It turned out,2 I just had the wrong set of practices. And my excitement is that when I could do these2 micro doses cumulatively up to an hour a day, that was as profound as sitting in a cave.2 It was as transformative, it was as easy to access these qualities. And the reason is2 that the mind, which is this code which keeps producing output--and some of it's genius,2 most of it's average, and a lot of it is quite destructive and limiting and real spam--it2 needs to be that constant interruption throughout the day is what the mind needs. Twenty minutes2 in the morning is great. You get peaceful. And then you have like, 15 hours of sheer2 adrenaline rush, caffeine-fueled anxiety. And 20 minutes at night. But in this way,2 we're really trying to break this up. So, just a visual example of this is the old approach2 to doing your job and leading was Hamburger Hill. We're gonna be like the US Marines.2 We're gonna take it at any cost. The new approach is finding a moment of center. She's a karate2 person. I don't know why. But, yeah. Taking a moment of calm. And from that place of center,2 then you can take massive action. Then, you have perspective to move a different range2 of movements. You also become Asian, strangely.2 [laughter]2 Which is--. I don't know why that is. Really the production values here are not good.2 [laughter]2 So, moment of calm. Lots of action. And the key thing is returning to that center, to2 that place of calm. So, it's not an "either/or," but it's an "and" in both. I wanna show you2 an example of a 70-pound pit bull versus a cat to show how you can have alignment and2 center in the midst of intense activity.2 [laughter]2 How cool was that with the little paws? But she's completely composed. So, what this means2 for you is-- this O-W-F-P--means that you're continually interrupting and continually making2 breaks. So, there are practices that we can do when you're talking to someone, you can2 find a way to be more grounded. When you're presenting in a meeting, you can find a way2 to become more centered. Or, as walking to and from meetings, you can use that rather2 than just to mentally rehearse a whole lot of bad stuff, you can introduce new programs,2 new codes that are more supportive of this type of quality. I apologize to dog lovers.2 That's that. The other really important thing is with stress, you are only ever stressed2 by three things. That's it. Period. The first one is you don't have the skills. So, you're2 a newly appointed manager and you haven't been trained on how to delegate, how to do2 feedback reviews. The second thing is you just don't have the resources. So, you have2 the skill, but you don't have the money or time. For example, with people, to help you2 deliver it. But most importantly is the mindset, the values, the beliefs to really deliver2 on that. That's the only three things. Like with sports, the reason why I love the last2 set so much is you can have people with the same experience, same age, background experience,2 same skill set, same resources, radically different results because different values,2 mindsets, and beliefs. And this is one of the things that McKinsey is really teaching2 a lot on now is how leaders can mathematically identify and calibrate their beliefs and mindsets2 and work out what are the brakes and what are the accelerators to performance.2 [pause]2 Meditate an hour a day every day. Cumulative, not consecutive. So, to really help you, I2 want to share with you some meditation accelerators. Like, things that you can--. If you wanted2 to take this invitation, there are three really interesting things to do. Number one is to2 find a teacher. Find a teacher. Find a teacher. Find a teacher. Everything I write about in2 my book and on my tapes and CDs, everything I've learned largely has come from a teacher.2 You can't learn Judo through a book. You can't learn singing through a DVD. The most powerful2 transformative experiences to really accelerate is finding a teacher. The next big one is2 to create in offices, circles of practice. I hope you're noticing the circles, Google+.2 Yeah.2 [Mark Thornton laughs]2 But the key here is, and people are doing this at the stock exchange in New York and2 I've set up crews of people who do this. And it's just staff get together. You can play2 a tape. You can play a DVD of a guided instruction or a teacher just sharing a practice with2 you. Very, very simple. The trick is that there's no such thing as meditation. There2 are many--. One of my teachers said, "There are as many meditations as there are recipes2 for food." They're just organized along different paths--Mexican food, Italian food. So, rather2 than have a group that's on meditation, find the group that you love that loves doing mindfulness.3 Set up a circle that loves doing mantras. Set up a circle that loves to--not tantra.3 Don't do a tantra circle. [audience chuckles] Set up circles that are involved with breath3 stuff. Start up circles which are based on focus. Finding the right practice for you3 and getting your pod, your crew of people together is really important. The third one3 is to really experiment 'cause there are thousands. Find the one that most moves your heart. Find3 the one that most calls to you, that most has an impact for you. So, the number one3 block to people enjoying practice is they are doing a mantra practice and it's the wrong3 tool for them. They're doing a mindfulness practice and they're bored out of their mind.3 It's just the wrong tool. So, I'm trying to encourage you to think there are literally3 thousands of practices that you can do. And I only write about 19 in my book. But there3 are lots. And a teacher can really be able to connect with you and identify "this is3 the practice for you. Try this one." The fourth one is mastering emotions and triggers. Now,3 this is a slightly--. This is a stereotypical view that some people have of men when it3 comes to emotions. They tend to think men have five emotions, largely which are, or,3 or, winning, sports, or Brooklyn Decker.3 [laughter]3 Now, clearly that's unfair and it's untrue. But any idea how many emotions there are in3 this experience of being human? Have a guess how many emotions there are.3 >>MALE AUDIENCE MEMBER # inety-three.3 >>Mark Thornto inety-three. [chuckles]3 >>MALE AUDIENCE MEMBER # en.3 >>Mark Thornto en. Spoken like a true man. It's ten, that's it. Done.3 [laughter]3 There's 400. Four hundred human emotions and combinations of emotions. So, in leadership3 teams, the power of meditation is you get to be very exquisitely aware of this inner3 domain here of feelings and become more sensitive of how they can serve you and hinder you.3 So, moving from emotional intelligence is to emotional mastery. And that means awareness,3 management, and particularly being aware of what triggers you. So, if you're in a business3 meeting and you find that there are people, maybe people that are really triggering you,3 there's ways to deal with that. Anyone heard of this guy? Since he did the rebel yell.3 He was just--Howard Dean--who just couldn't contain the emotions and it leaked out and3 it really damaged him. This is Mike Tyson after he's fallen from 1998, his peak. He3 was really--. This was him. He was walking into some event and he was so triggered by3 something that a distant spectator shouted, he went on for about four minutes just shouting3 at this guy. And that's not emotional mastery. George McEnroe. So you may be wondering, "Well,3 if there's 400 emotions, and I'm a guy particularly and I thought there were only five, how do3 I start to master that?" And luckily, there is an app for that.3 [laughter]3 So, the app is called Awareness. It lists a hundred emotions and different moods. And3 I've worked with the creator of this to come up with different meditation practices that3 are linked to the different couplings of moods. It’s very cool, actually. At the end of3 each day or hour or week or month, you get a pie chart. And it gives you cartography3 of your emotional universe--your emotional journey through the week or the month. This3 person is clearly enlightened. They've got peace, love, and compassion. Mine's not like3 that.3 [pause]3 So, I wanted to finish really with a story. And thinking about things like focus and superior3 focus, and in meditation, we're fascinated with intention. We're fascinated with what3 drives focus. And the experience has really been on meaning--the reason why we're here.3 And I was at Fort Hood and I was teaching some soldiers down there. And I asked one3 of the soldiers privately, I said, "What was it like being in Afghanistan?" And he told3 me this story. And he said that he was a Staff Sergeant in charge of a platoon. He was there3 in Afghanistan for two years. He said his base was at the bottom of a valley. And he3 said every day there were sniper shots, but they were very well concealed. They knew they3 were safe. However, every platoon leader had to take their team to man an outpost that3 was up a very, very steep hill that was 70, 80 degrees steep. It took four hours to walk3 from the base camp to the very, very top of the mountain. So, he walked his team up there.3 And on the third day, one of his soldiers got too close to the sandbags, to the perimeter3 of the base. It was right at the top of this mountain. And a shot rang out. And the bullet3 went through the soldier's wrist, through this side, out his stomach, and through his3 other wrist. And I mention that because that was how close the Taliban was for that amount3 of power to reach. So, I said to this soldier, I said, "So, Staff Sergeant. So, what did3 you do?" So, he said he dragged the guy away from the side, put him into the back where3 there was a medic. And he said the medic was very, very young. It was his second week there.3 Very inexperienced. He was making basically a mess of it. The guy was in agony. And at3 that moment, shots rang out from the entirety of the perimeter. They were surrounded. First3 thing the Taliban did was they took out the communication towers. So, there was suddenly3 no way they could communicate to the base that they needed reinforcements, or for help.3 And even if they could, it was a four hour walk, hike, to get to them. So I said to the3 Staff Sergeant, "So, what did you do?" And he said he could hear the explosion, he could3 smell the gunpowder, the fire that was there. And he said, "I told my men three things."3 And he said there was no use sugar-coating it. He could really see the fear in the men's3 eyes. And he said, "I told them three things. First, this looks like it's it. Second, it's3 been a pleasure serving with you. Third, go out and be your bravest."3 [pause]3 And they did. And for 45 minutes, they fought the Taliban. And there was a French fighter3 pilot that was flying low over the position and buzzed the position just for fun. Took3 fire from the Taliban. Turned around and dropped some bombs. And that was it. The question3 I leave you with is this Staff Sergeant wasn't fighting for America, liberty, freedom, any3 of that stuff. It was his team. So, how far will your people follow you? How far will3 your followers, your clients, how far will they follow you? What's their commitment?3 What's your "why?" Why are you in this building? What's the big, big reason you are here? And3 the more you are plugged into the deep reasons for being human, the deep reasons for being3 here, the more energy, the more clarity, the more poise. Thank you.3 [applause]3 >>MALE AUDIENCE MEMBER # ould you possibly talk a little bit more about your own personal3 choices to be in this corporate world to do what you're doing now?3 >>Mark Thornto ure. Sure. So, it definitely wasn't the money. To be honest, I had an experience3 when I was--. I'm gonna assume we're all friends here and I'm just talking to my friends rather3 than presenting. So, I had an experience when I was chairing a meeting of the board of directors3 at JP Morgan. And in that meeting, using some of these practices, because I was chairing3 it, I could introduce someone and I had some dead time. So, I was doing some of these practices3 that you can do with your eyes open, fully aware of the room. And I was really shocked4 because I looked up and experienced that the room was filled with like--. Like, I was aware4 of like the energy that made up the room. So, in some teachings, it's called like, seeing4 divine light, being able to see energy everywhere. And I was completely shocked because there4 I was at JP Morgan running a meeting