Smart leadership is a contemporary approach to leadership that combines intelligence, emotional intelligence, adaptability, and a commitment to lifelong learning. In a rapidly evolving world, smart leaders are equipped with the skills and qualities necessary to navigate complex challenges and guide their teams toward success.
Smart leadership is a multifaceted concept that extends beyond traditional leadership models. It incorporates various dimensions, including cognitive intelligence, emotional intelligence (EQ), adaptability, and continuous learning. Here are some key aspects of smart leadership:
1. Cognitive Intelligence (IQ)
Cognitive intelligence, often referred to as IQ, encompasses logical reasoning, problem-solving abilities, critical thinking, and the capacity to acquire and apply knowledge. Smart leaders possess strong IQ, enabling them to make informed decisions, solve complex problems, and strategize effectively.
2. Emotional Intelligence (EQ)
Emotional intelligence, or EQ, is the ability to recognize, understand, manage, and influence one’s own emotions and the emotions of others. Smart leaders excel in EQ, fostering positive relationships, empathizing with their team members, and navigating emotionally charged situations with finesse.
3. Adaptability
Smart leaders are adaptable and open to change. They embrace uncertainty, remain flexible in their approaches, and can pivot when faced with unexpected challenges or opportunities. Adaptability is vital in today’s fast-paced, ever-changing business environment.
4. Lifelong Learning
Continuous learning is a hallmark of smart leadership. Smart leaders are committed to ongoing self-improvement and growth, staying updated on industry trends, emerging technologies, and leadership best practices. They seek out new knowledge and experiences to enhance their leadership capabilities.
5. Effective Communication
Smart leaders are skilled communicators who can convey their ideas clearly, listen actively to others, and foster open and transparent communication within their teams. Effective communication is essential for building trust and alignment.
6. Empathy
Empathy is a critical component of smart leadership. Smart leaders can understand and relate to the perspectives and emotions of their team members. This enables them to lead with compassion and make decisions that consider the well-being of others.
Key Attributes of Smart Leadership
Smart leaders exhibit a range of attributes that set them apart in today’s leadership landscape. Here are some key attributes of smart leadership:
1. Visionary Thinking
Smart leaders possess a clear and compelling vision for the future. They can envision the direction in which their organization or team should move and inspire others to share and work toward that vision.
2. Resilience
Resilience is the ability to bounce back from setbacks and adversity. Smart leaders are resilient, maintaining composure in the face of challenges and learning from failures.
3. Self-Awareness
Self-awareness is the foundation of emotional intelligence. Smart leaders understand their strengths, weaknesses, values, and emotions. This self-awareness enables them to make conscious decisions and lead authentically.
4. Adaptability
Smart leaders are adaptable and agile in their responses to change. They embrace innovation and are not afraid to challenge the status quo when necessary.
5. Empowerment
Smart leaders empower their teams by providing autonomy, trust, and opportunities for growth. They foster a culture of empowerment where team members feel valued and motivated.
6. Collaboration
Collaboration is central to smart leadership. Smart leaders promote teamwork, foster a collaborative environment, and leverage the collective intelligence of their teams to drive innovation and problem-solving.
7. Lifelong Learning
Smart leaders are lifelong learners who actively seek new knowledge and experiences. They invest in their own development and encourage a culture of learning within their organizations.
8. Integrity
Integrity is a non-negotiable attribute of smart leadership. Smart leaders adhere to ethical principles, demonstrate honesty, and uphold their values. Their actions align with their words.
Practical Applications of Smart Leadership
Smart leadership has practical applications in various settings, from corporate boardrooms to nonprofit organizations and educational institutions. Here’s how smart leadership can be applied effectively:
1. Business Leadership
In the corporate world, smart leaders drive innovation, adapt to market changes, and inspire high-performing teams. They make data-driven decisions, build strong organizational cultures, and foster a dynamic work environment.
2. Educational Leadership
In education, smart leadership involves creating student-centered learning environments, supporting teachers’ professional growth, and staying current with educational trends and technologies. Educational leaders with smart leadership qualities can drive positive change and improve student outcomes.
3. Nonprofit Leadership
Nonprofit leaders with smart leadership skills can maximize their organization’s impact by making informed decisions, engaging stakeholders effectively, and demonstrating transparency and accountability.
4. Government and Public Service
Smart leadership is essential in government and public service, where leaders must navigate complex policy issues, build consensus, and respond to the needs of diverse constituents. Effective public leaders leverage their intelligence and adaptability to address pressing societal challenges.
5. Healthcare Leadership
In healthcare, smart leaders prioritize patient care, manage healthcare systems efficiently, and promote continuous improvement. They adapt to evolving medical practices and technology to provide the best possible care.
6. Entrepreneurship
Entrepreneurs benefit from smart leadership by making strategic decisions, adapting their business models, and building resilient organizations in the face of uncertainty and competition.
Challenges and Considerations
While smart leadership offers numerous advantages, there are challenges and considerations to keep in mind:
1. Balancing IQ and EQ
Balancing cognitive intelligence (IQ) and emotional intelligence (EQ) can be challenging. Smart leaders must navigate between rational decision-making and empathetic interpersonal relationships.
2. Lifelong Learning Commitment
Continuous learning requires time and dedication. Smart leaders must commit to ongoing personal and professional development, which can be demanding in busy work environments.
3. Adaptability and Change Management
Adaptability is essential, but managing change can be difficult. Smart leaders must effectively lead their teams through transitions while maintaining stability and morale.
4. Ethical Decision-Making
Making ethical decisions is a constant consideration for smart leaders. They must navigate moral dilemmas and prioritize the well-being of their teams, organizations, and stakeholders.
5. Inclusivity and Diversity
Smart leaders recognize the value of diversity and inclusivity. They must work to create inclusive environments and foster diverse perspectives within their teams.
Conclusion
Smart leadership represents a dynamic and multifaceted approach to leadership that encompasses cognitive intelligence, emotional intelligence, adaptability, and a commitment to lifelong learning. In an ever-changing world, smart leaders are well-equipped to navigate complexities, drive innovation, and inspire their teams to achieve greatness. By embodying the key attributes of smart leadership and embracing its principles, leaders across various domains can foster positive change, build resilient organizations, and make a lasting impact in their communities and industries.
Key Highlights
Understanding Smart Leadership:
Incorporates cognitive intelligence, emotional intelligence (EQ), adaptability, and continuous learning.
Key aspects include IQ, EQ, adaptability, lifelong learning, effective communication, and empathy.
Key Attributes:
Visionary Thinking: Possessing a clear vision for the future and inspiring others to work towards it.
Resilience: Bouncing back from setbacks and learning from failures.
Self-Awareness: Understanding strengths, weaknesses, values, and emotions.
Adaptability: Being agile in response to change and embracing innovation.
Empowerment: Providing autonomy, trust, and growth opportunities to teams.
Collaboration: Promoting teamwork and leveraging collective intelligence.
Lifelong Learning: Actively seeking new knowledge and experiences.
Integrity: Adhering to ethical principles and demonstrating honesty.
Practical Applications:
Business Leadership: Driving innovation, adapting to market changes, and fostering dynamic work environments.
Educational Leadership: Creating student-centered learning environments and supporting teachers’ growth.
Nonprofit Leadership: Maximizing organizational impact through informed decision-making and transparency.
Government and Public Service: Navigating complex policy issues and responding to diverse constituents’ needs.
Healthcare Leadership: Prioritizing patient care and adapting to evolving medical practices.
Entrepreneurship: Making strategic decisions and building resilient organizations.
Challenges and Considerations:
Balancing IQ and EQ: Navigating between rational decision-making and empathetic relationships.
Lifelong Learning Commitment: Dedication to personal and professional development.
Adaptability and Change Management: Effectively leading teams through transitions.
Ethical Decision-Making: Prioritizing the well-being of stakeholders.
Inclusivity and Diversity: Creating inclusive environments and fostering diverse perspectives.
Conclusion:
Smart leadership encompasses various dimensions, enabling leaders to navigate complexities and drive innovation. By embodying key attributes and principles, leaders can foster positive change and make a lasting impact in their communities and industries.
Related Concepts
Description
Implications
Smart Leadership
– Leadership approach that leverages data, technology, and strategic thinking to drive innovation, agility, and performance. – Incorporates digital tools, analytics, and automation to enhance decision-making and execution. – Emphasizes adaptability, learning, and collaboration in a rapidly changing environment.
– Innovation and agility: Smart leadership enables organizations to adapt and respond quickly to changing market dynamics, technological disruptions, and competitive pressures, fostering innovation and agility in strategy execution and operations. – Data-driven decision-making: Leverages data analytics and insights to inform strategic priorities, resource allocation, and performance management, enabling leaders to make informed, evidence-based decisions that align with organizational goals and objectives. – Challenges with implementation: Requires a supportive organizational culture, investment in technology and talent, and alignment of processes and systems to realize the full potential of smart leadership practices, which may pose challenges for traditional or hierarchical organizations transitioning to a more agile, data-driven leadership model. – Risk of overreliance on technology: Smart leadership should complement rather than replace human judgment, intuition, and creativity, as excessive reliance on technology or automation may lead to unintended consequences such as algorithmic bias, loss of empathy, or diminished ethical oversight in decision-making processes, highlighting the importance of ethical guidelines, human-centered design, and continuous learning and development for smart leaders and organizations.
Digital Leadership
– Leadership style that embraces digital transformation, innovation, and disruption in organizational strategy, culture, and operations. – Fosters a digital-first mindset, capabilities, and practices across all levels of the organization. – Promotes collaboration, transparency, and experimentation in leveraging digital technologies.
– Digital mindset and culture: Digital leadership cultivates a culture of curiosity, openness, and adaptability to change, empowering employees to embrace new technologies, processes, and ways of working in pursuit of strategic objectives and customer value creation. – Customer-centricity and innovation: Prioritizes customer needs, insights, and experiences in shaping digital strategies and solutions, driving innovation, differentiation, and competitive advantage in the marketplace. – Challenges with legacy systems and mindsets: Faces resistance, inertia, and complexity in navigating organizational silos, legacy systems, and cultural barriers to digital transformation, requiring visionary leadership, change management capabilities, and cross-functional collaboration to overcome obstacles and drive sustained change and progress in digital leadership initiatives. – Risk of digital divide: Digital leadership should ensure equitable access, inclusion, and participation in the digital economy and society, addressing disparities in digital literacy, skills, and infrastructure that may perpetuate social, economic, or geographic inequalities, underscoring the importance of digital inclusion strategies, partnerships, and policies to bridge the digital divide and create shared value for all stakeholders.
Adaptive Leadership
– Leadership approach that focuses on navigating complexity, ambiguity, and change by building adaptive capacity, resilience, and learning capabilities in individuals, teams, and organizations. – Emphasizes empathy, collaboration, and agility in leading and managing adaptive challenges. – Promotes experimentation, reflection, and continuous improvement in addressing evolving needs and opportunities.
– Resilience and agility: Adaptive leadership equips individuals and organizations with the skills, mindset, and resources to navigate uncertainty, disruption, and adversity, fostering resilience and agility in responding to emerging challenges, opportunities, and competitive threats in dynamic and turbulent environments. – Empowerment and collaboration: Prioritizes distributed leadership, collective intelligence, and inclusive decision-making processes that engage stakeholders, build trust, and foster ownership, commitment, and accountability for driving change and innovation across all levels of the organization. – Challenges with resistance and inertia: Faces resistance, skepticism, and inertia from individuals and groups entrenched in established norms, routines, and power structures, necessitating empathetic leadership, persuasive communication, and coalition-building strategies to build consensus, mobilize support, and overcome barriers to change and adaptation in adaptive leadership initiatives. – Risk of burnout and overload: Adaptive leadership requires balancing the tensions between stability and change, control and autonomy, and short-term demands and long-term goals, as excessive stress, uncertainty, or complexity may lead to burnout, disengagement, or decision paralysis, highlighting the importance of self-care, boundary-setting, and supportive organizational practices for sustaining well-being and performance in adaptive leaders and teams.
Transformational Leadership
– Leadership style that inspires and motivates followers to achieve common goals and vision through charisma, vision, and personal influence. – Encourages innovation, creativity, and empowerment in followers. – Promotes individual growth, development, and fulfillment.
– Vision and inspiration: Transformational leadership articulates a compelling vision, purpose, and direction that energizes and mobilizes followers to pursue ambitious goals, aspirations, and ideals, fostering commitment, engagement, and alignment in collective efforts toward transformative change and impact. – Empowerment and development: Invests in developing and empowering followers through coaching, mentorship, and opportunities for learning, growth, and autonomy, unlocking their full potential, creativity, and initiative in contributing to organizational success and societal progress. – Challenges with authenticity and integrity: Transformational leadership requires authenticity, integrity, and ethical conduct in modeling values, behaviors, and decisions that inspire trust, respect, and credibility in leaders and organizations, as inconsistencies or breaches of trust may undermine followers’ confidence, loyalty, and commitment, highlighting the importance of ethical leadership standards, accountability mechanisms, and transparent communication in building and sustaining trust-based relationships and cultures in transformational leadership contexts. – Risk of dependency and burnout: Transformational leaders may face challenges in managing expectations, boundaries, and dependencies in relationships with followers, as excessive reliance on leaders’ charisma, guidance, or approval may create dependencies or unrealistic expectations, leading to burnout, disillusionment, or disengagement among followers, underscoring the need for empowering, distributed, and servant leadership practices that foster autonomy, resilience, and self-efficacy in followers and organizations.
Servant Leadership
– Leadership philosophy that emphasizes serving others, prioritizing their needs, growth, and well-being over personal interests or ambitions. – Focuses on empathy, humility, and stewardship in guiding and empowering followers. – Facilitates collaboration, trust, and ethical decision-making.
– Empathy and humility: Servant leadership cultivates a culture of empathy, humility, and compassion that prioritizes understanding, listening, and responding to the needs, concerns, and aspirations of others, fostering trust, psychological safety, and mutual respect in leader-follower relationships and organizational dynamics. – Empowerment and growth: Prioritizes developing and empowering followers through coaching, mentoring, and opportunities for learning, growth, and autonomy, nurturing their personal and professional development, fulfillment, and contribution to organizational goals and societal well-being. – Challenges with authority and power: Servant leaders may face challenges in balancing their responsibilities and authority with their commitment to serving others’ interests and welfare, as traditional notions of leadership may emphasize control, dominance, or status over service, humility, or collaboration, necessitating shifts in mindset, behavior, and organizational culture to align leadership practices with servant leadership principles and values. – Risk of exploitation or self-sacrifice: Servant leaders may be vulnerable to exploitation, manipulation, or burnout if their service orientation is not reciprocated or appreciated by followers or if boundaries are not established or respected in leader-follower relationships, underscoring the importance of self-awareness, boundary-setting, and mutual accountability in practicing servant leadership effectively and sustainably.
Convergent thinking occurs when the solution to a problem can be found by applying established rules and logical reasoning. Whereas divergent thinking is an unstructured problem-solving method where participants are encouraged to develop many innovative ideas or solutions to a given problem. Where convergent thinking might work for larger, mature organizations where divergent thinking is more suited for startups and innovative companies.
The concept of cognitive biases was introduced and popularized by the work of Amos Tversky and Daniel Kahneman in 1972. Biases are seen as systematic errors and flaws that make humans deviate from the standards of rationality, thus making us inept at making good decisions under uncertainty.
Second-order thinking is a means of assessing the implications of our decisions by considering future consequences. Second-order thinking is a mental model that considers all future possibilities. It encourages individuals to think outside of the box so that they can prepare for every and eventuality. It also discourages the tendency for individuals to default to the most obvious choice.
Lateral thinking is a business strategy that involves approaching a problem from a different direction. The strategy attempts to remove traditionally formulaic and routine approaches to problem-solving by advocating creative thinking, therefore finding unconventional ways to solve a known problem. This sort of non-linear approach to problem-solving, can at times, create a big impact.
Bounded rationality is a concept attributed to Herbert Simon, an economist and political scientist interested in decision-making and how we make decisions in the real world. In fact, he believed that rather than optimizing (which was the mainstream view in the past decades) humans follow what he called satisficing.
The Dunning-Kruger effect describes a cognitive bias where people with low ability in a task overestimate their ability to perform that task well. Consumers or businesses that do not possess the requisite knowledge make bad decisions. What’s more, knowledge gaps prevent the person or business from seeing their mistakes.
Occam’s Razor states that one should not increase (beyond reason) the number of entities required to explain anything. All things being equal, the simplest solution is often the best one. The principle is attributed to 14th-century English theologian William of Ockham.
The Lindy Effect is a theory about the ageing of non-perishable things, like technology or ideas. Popularized by author Nicholas Nassim Taleb, the Lindy Effect states that non-perishable things like technology age – linearly – in reverse. Therefore, the older an idea or a technology, the same will be its life expectancy.
Antifragility was first coined as a term by author, and options trader Nassim Nicholas Taleb. Antifragility is a characteristic of systems that thrive as a result of stressors, volatility, and randomness. Therefore, Antifragile is the opposite of fragile. Where a fragile thing breaks up to volatility; a robust thing resists volatility. An antifragile thing gets stronger from volatility (provided the level of stressors and randomness doesn’t pass a certain threshold).
Systems thinking is a holistic means of investigating the factors and interactions that could contribute to a potential outcome. It is about thinking non-linearly, and understanding the second-order consequences of actions and input into the system.
Vertical thinking, on the other hand, is a problem-solving approach that favors a selective, analytical, structured, and sequential mindset. The focus of vertical thinking is to arrive at a reasoned, defined solution.
Maslow’s Hammer, otherwise known as the law of the instrument or the Einstellung effect, is a cognitive bias causing an over-reliance on a familiar tool. This can be expressed as the tendency to overuse a known tool (perhaps a hammer) to solve issues that might require a different tool. This problem is persistent in the business world where perhaps known tools or frameworks might be used in the wrong context (like business plans used as planning tools instead of only investors’ pitches).
The Peter Principle was first described by Canadian sociologist Lawrence J. Peter in his 1969 book The Peter Principle. The Peter Principle states that people are continually promoted within an organization until they reach their level of incompetence.
The straw man fallacy describes an argument that misrepresents an opponent’s stance to make rebuttal more convenient. The straw man fallacy is a type of informal logical fallacy, defined as a flaw in the structure of an argument that renders it invalid.
The Streisand Effect is a paradoxical phenomenon where the act of suppressing information to reduce visibility causes it to become more visible. In 2003, Streisand attempted to suppress aerial photographs of her Californian home by suing photographer Kenneth Adelman for an invasion of privacy. Adelman, who Streisand assumed was paparazzi, was instead taking photographs to document and study coastal erosion. In her quest for more privacy, Streisand’s efforts had the opposite effect.
As highlighted by German psychologist Gerd Gigerenzer in the paper “Heuristic Decision Making,” the term heuristic is of Greek origin, meaning “serving to find out or discover.” More precisely, a heuristic is a fast and accurate way to make decisions in the real world, which is driven by uncertainty.
The recognition heuristic is a psychological model of judgment and decision making. It is part of a suite of simple and economical heuristics proposed by psychologists Daniel Goldstein and Gerd Gigerenzer. The recognition heuristic argues that inferences are made about an object based on whether it is recognized or not.
The representativeness heuristic was first described by psychologists Daniel Kahneman and Amos Tversky. The representativeness heuristic judges the probability of an event according to the degree to which that event resembles a broader class. When queried, most will choose the first option because the description of John matches the stereotype we may hold for an archaeologist.
The take-the-best heuristic is a decision-making shortcut that helps an individual choose between several alternatives. The take-the-best (TTB) heuristic decides between two or more alternatives based on a single good attribute, otherwise known as a cue. In the process, less desirable attributes are ignored.
The bundling bias is a cognitive bias in e-commerce where a consumer tends not to use all of the products bought as a group, or bundle. Bundling occurs when individual products or services are sold together as a bundle. Common examples are tickets and experiences. The bundling bias dictates that consumers are less likely to use each item in the bundle. This means that the value of the bundle and indeed the value of each item in the bundle is decreased.
The Barnum Effect is a cognitive bias where individuals believe that generic information – which applies to most people – is specifically tailored for themselves.
First-principles thinking – sometimes called reasoning from first principles – is used to reverse-engineer complex problems and encourage creativity. It involves breaking down problems into basic elements and reassembling them from the ground up. Elon Musk is among the strongest proponents of this way of thinking.
The ladder of inference is a conscious or subconscious thinking process where an individual moves from a fact to a decision or action. The ladder of inference was created by academic Chris Argyris to illustrate how people form and then use mental models to make decisions.
Goodhart’s Law is named after British monetary policy theorist and economist Charles Goodhart. Speaking at a conference in Sydney in 1975, Goodhart said that “any observed statistical regularity will tend to collapse once pressure is placed upon it for control purposes.” Goodhart’s Law states that when a measure becomes a target, it ceases to be a good measure.
The Six Thinking Hats model was created by psychologist Edward de Bono in 1986, who noted that personality type was a key driver of how people approached problem-solving. For example, optimists view situations differently from pessimists. Analytical individuals may generate ideas that a more emotional person would not, and vice versa.
The Mandela effect is a phenomenon where a large group of people remembers an event differently from how it occurred. The Mandela effect was first described in relation to Fiona Broome, who believed that former South African President Nelson Mandela died in prison during the 1980s. While Mandela was released from prison in 1990 and died 23 years later, Broome remembered news coverage of his death in prison and even a speech from his widow. Of course, neither event occurred in reality. But Broome was later to discover that she was not the only one with the same recollection of events.
The bandwagon effect tells us that the more a belief or idea has been adopted by more people within a group, the more the individual adoption of that idea might increase within the same group. This is the psychological effect that leads to herd mentality. What in marketing can be associated with social proof.
Moore’s law states that the number of transistors on a microchip doubles approximately every two years. This observation was made by Intel co-founder Gordon Moore in 1965 and it become a guiding principle for the semiconductor industry and has had far-reaching implications for technology as a whole.
Disruptive innovation as a term was first described by Clayton M. Christensen, an American academic and business consultant whom The Economist called “the most influential management thinker of his time.” Disruptive innovation describes the process by which a product or service takes hold at the bottom of a market and eventually displaces established competitors, products, firms, or alliances.
Value migration was first described by author Adrian Slywotzky in his 1996 book Value Migration – How to Think Several Moves Ahead of the Competition. Value migration is the transferal of value-creating forces from outdated business models to something better able to satisfy consumer demands.
The bye-now effect describes the tendency for consumers to think of the word “buy” when they read the word “bye”. In a study that tracked diners at a name-your-own-price restaurant, each diner was asked to read one of two phrases before ordering their meal. The first phrase, “so long”, resulted in diners paying an average of $32 per meal. But when diners recited the phrase “bye bye” before ordering, the average price per meal rose to $45.
Groupthink occurs when well-intentioned individuals make non-optimal or irrational decisions based on a belief that dissent is impossible or on a motivation to conform. Groupthink occurs when members of a group reach a consensus without critical reasoning or evaluation of the alternatives and their consequences.
A stereotype is a fixed and over-generalized belief about a particular group or class of people. These beliefs are based on the false assumption that certain characteristics are common to every individual residing in that group. Many stereotypes have a long and sometimes controversial history and are a direct consequence of various political, social, or economic events. Stereotyping is the process of making assumptions about a person or group of people based on various attributes, including gender, race, religion, or physical traits.
Murphy’s Law states that if anything can go wrong, it will go wrong. Murphy’s Law was named after aerospace engineer Edward A. Murphy. During his time working at Edwards Air Force Base in 1949, Murphy cursed a technician who had improperly wired an electrical component and said, “If there is any way to do it wrong, he’ll find it.”
The law of unintended consequences was first mentioned by British philosopher John Locke when writing to parliament about the unintended effects of interest rate rises. However, it was popularized in 1936 by American sociologist Robert K. Merton who looked at unexpected, unanticipated, and unintended consequences and their impact on society.
Fundamental attribution error is a bias people display when judging the behavior of others. The tendency is to over-emphasize personal characteristics and under-emphasize environmental and situational factors.
Outcome bias describes a tendency to evaluate a decision based on its outcome and not on the process by which the decision was reached. In other words, the quality of a decision is only determined once the outcome is known. Outcome bias occurs when a decision is based on the outcome of previous events without regard for how those events developed.
Hindsight bias is the tendency for people to perceive past events as more predictable than they actually were. The result of a presidential election, for example, seems more obvious when the winner is announced. The same can also be said for the avid sports fan who predicted the correct outcome of a match regardless of whether their team won or lost. Hindsight bias, therefore, is the tendency for an individual to convince themselves that they accurately predicted an event before it happened.
Gennaro is the creator of FourWeekMBA, which reached about four million business people, comprising C-level executives, investors, analysts, product managers, and aspiring digital entrepreneurs in 2022 alone | He is also Director of Sales for a high-tech scaleup in the AI Industry | In 2012, Gennaro earned an International MBA with emphasis on Corporate Finance and Business Strategy.
