Most Influential Talent Management Leaders Shaping the Future of Work in 2025 by CIO Business World

Shaping

Ignacio Bonasa

Talent Management Leaders

Intheever-evolvingcorporatelandscape,where innovationandstrategydictatesuccess,thereexistsa groupofleaderswhosecontributionsoftengo unnoticed.TheydonotmakeheadlineslikeCEOsor disruptindustriesliketechvisionaries,yettheirimpact isfeltateverylevelofanorganization.Thesearethe talentmanagementleaders—thearchitectsofthriving workplaces,thecultivatorsoffutureleaders,andthe drivingforcebehindemployeeengagementand retention.

Theirroleextendsfarbeyondhiringandmanaging employees.Theyshapecareers,buildinclusivecultures, andensurethatbusinessesremaincompetitiveinanera ofrapidchange.Whileorganizationsinvestheavilyin technologyandinfrastructure,therealdiﬀerentiator remainshumancapital.Anditistheseleaderswho nurturethatcapital,turningindividualsintohighperformingteamsandteamsintothebackboneof corporatesuccess.

Whatsetsexceptionaltalentmanagementleadersapart istheirabilitytorecognizeandharnesspotential.They seebeyondresumesandjobtitles,understandingthat truevalueliesingrowthandadaptability.Through strategicworkforceplanning,continuouslearning initiatives,andleadershipdevelopmentprograms,they notonlyprepareemployeesfortoday’sdemandsbut alsoequipthemforthechallengesoftomorrow Their foresightensuresthatbusinessesdonotjustsurvivebut thriveinanincreasinglycompetitivelandscape.

Equallysigniﬁcantistheirroleinshapingworkplace culture.Inanagewhereemployeeexpectationshave shifteddramatically,organizationscannolongerrelyon

traditionalincentivesalone.Jobseekersandemployees alikeprioritizepurpose,ﬂexibility,andinclusivity.Talent managementleadersareattheforefrontofthesecultural shifts,implementingpoliciesthatpromotediversity,equity, andwork-lifebalance.Theireﬀortsresultinworkplaces thatattracttoptalentand,moreimportantly,retainthem.

Beyondtheirinternalinﬂuence,theseleadersplayacrucial roleinbusinessresilience.TheCOVID-19pandemic,the riseofremotework,andtheintegrationofartiﬁcial intelligenceinHRprocesseshaveallposedunprecedented challenges.Yet,timeandagain,talentmanagementleaders havedemonstratedagility,adaptingstrategiestoensure businessesremainproductivewhilesupportingemployee well-being.Theirabilitytobalancehuman-centric leadershipwithdata-drivendecision-makingmakesthem indispensableintoday’sdigitalera.

Asorganizationscontinuetonavigateuncertainty,the importanceoftalentmanagementleadershipcannotbe overstated.Thecompaniesthatrecognizeandempower theseprofessionalswillbetheonesthatbuildsustainable, innovative,andpeople-centricworkplaces.Inaworld obsessedwithﬁnancialmetricsandtechnological advancements,itistimetoacknowledgethatthemost valuableinvestmentanycompanycanmakeisinits people—andthosewholeadthem.

Talentmanagementleadersmaynotalwaysbeinthe spotlight,buttheircontributionsarethefoundationupon whichsuccessfulorganizationsarebuilt.Itishightimethat businesses,industryleaders,andthecorporateworldat largerecognizethemnotassupportfunctions,butasthe truearchitectsofgrowth,resilience,andlong-termsuccess.

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April, 2025

Ignacio Bonasa founder Liderarte

Ignacio B’s Learning Through Art:

Revoluonary Approach to Leadership and Personal Growth

“ Resetéate is the spark that ignites change, and Dale la vuelta a la torlla is the daily atude to sustain it.. “

Inaworldwherecorporatetrainingoftenfeelsmechanical,IgnacioBonasahaspioneeredan approachthatisanythingbutconventional.AsthefounderofLiderarte,thecreatorofDalela vueltaalatortilla,andthevisionarybehindtheResetéateexperience,Bonasahasredeﬁned leadershipandpersonaldevelopmentbyplacingartandemotionsattheircore.Hismissionisclear: totransformlivesandorganizationsthroughcreativityandhumanconnection.

Bonasaisnotjustanexpertinwell-beingandhappiness;heisa"reseteologist,"aconsciousness awakener,andanemotionprovocateur.Hismethodemploysperformingarts,music,painting, poetry,andothercreativeexpressionstounlockhiddenpotentialinindividualsandteams.Learning throughArtisnotapassingtrendbutarevolutionthatisreshapingthewaytalentisnurturedand leadershipiscultivatedinthecorporateworld.

ThePowerofLearningThroughArt

BonasabelievesthatLearningthroughArtismore necessarythaneverforpersonalandorganizationalgrowth. Intoday’sinformation-drivenworld,peopleareoverloaded withdatabutoftendisconnectedfromtheiremotions.Art servesasthemissinglink,bridgingthegapbetween knowledgeandhumanexperience.

InResetéatesessions,participantsfrequentlyarrivefeeling unmotivated,creativelyblocked,anddisconnected. Throughimmersiveartisticandemotionalexperiences,they regaintheirsenseofcreativity,conﬁdence,andenthusiasm. Arthastheuniqueabilitytoturnpassivelearninginto somethinglivedanddeeplyfelt,ensuringthatthelessons leavealastingimpact.

TheLiderarteApproachtoArtisticLearning

AtLiderarte,Bonasaandhisteamchallengeconventional trainingmethodsbyintroducingunexpectedelements. Insteadofthetypicalslidepresentations,participantsﬁnd themselvessteppingontoastagetoplayacharacteror standingbeforeablankcanvastoexpresstheirteam’s vision.

EachResetéateorDalelavueltaalatortillaexperienceis tailoredtothespeciﬁcneedsoftheorganization.Whether leadershipdevelopmentthroughorchestralconducting, changemanagementthroughopera,orresiliencetraining viacollectiveartwork,everysessionisdesignedtobe uniqueandtransformative.

“

Tradional learning impacts the head. Learning through Art impacts the head, heart, and hands. Because you don’t just think diﬀerently— you feel and act diﬀerently.“

Ratherthanbeingpassivespectators,participantsbecome theprotagonistsoftheirlearningjourneys.Theyengagein activitiesthatrequirethemtofeel,express,andintegrate thelessonsintoboththeirprofessionalandpersonallives. Thishands-onapproachensuresthattheimpactextendsfar beyondthetrainingroom.

TheMeasurableImpactofEmotion-DrivenLearning

Somemayarguethatartisticlearningismoreemotional thanstrategic,butBonasaseesitasboth.Themethodology deliverstangibleandmeasurableresultswithin organizations.Leadersdevelopagreaterabilitytoinspire andmobilizetheirteams,creativityﬂourishes,andteams becomemorecohesiveandadaptable.

Theimpactcanbeseeninmultipledimensions:

• Leadershipbecomesmorehumanandauthentic

• Teamsdevelopresilienceandadaptability

• Innovationthrivesasindividualsfeelempoweredto thinkdiﬀerently

• Emotionalwell-beingimprovesduetothecathartic natureofartisticexpression

Traditionallearningprimarilyengagesthemind,but LearningthroughArtreachesthehead,heart,andhands.It fostersaholistictransformationwhereparticipantsnotonly thinkdiﬀerentlybutalsofeelandactdiﬀerently

TransformationalFeedbackfromParticipants

ParticipantsoftendescribetheirexperienceswithLiderarte aslife-changing.AcommonsentimentisthatResetéateis notjustanothertrainingsession;itisadeﬁningmomentin theirpersonalandprofessionaljourneys.

Oneparticularlymovingtestimonialcamefroman individualwho,withtearsintheireyes,admitted,"Today,I gavemyselfpermissiontobemyselfagain."Storieslike thesedemonstratethatthemethodologyisnotabout entertainmentbutaboutgenuinetransformation.

Teamsemergefromtheseexperienceswithrenewedenergy, astrongersenseofunity,andadeeperconnectionwiththeir workandcolleagues.Theimpactgoesbeyondmotivation; itchangesthewaypeopleseethemselvesandtheirroles withintheirorganizations.

Igna cio B

OvercomingBarriersandMisconceptions

Despiteitseffectiveness,LearningthroughArt facessomeresistanceinthecorporateworld.The firstbarrieristhefearoftheunknown.Many executivesinitiallyperceiveartasmerely decorativeorplayfulratherthanastrategic developmenttool.Someworrythattheirteams willviewtheexperienceasagameratherthana valuablelearningopportunity.However,once theyexperiencethemethodologyfirsthand,their perceptionsshiftdramatically

Anotherchallengeisthetendencytowardsshorttermthinking.Manyorganizationsseek immediateresults,buttruetransformationtakes time.LearningthroughArtisnotaquickﬁx;itis aprofoundandlastingchangethatrequires commitmentandopenness.ThisiswhereDalela vueltaalatortillacomesin,challenging organizationstoembracenewwaysofthinking, unlearningoutdatedmethods,andfostering sustainablegrowth.

Resetéate:TheGatewaytoChange

Resetéateservesastheentrypointtothis transformativejourney.Itisanemotional,artistic, andexperientialprocessdesignedtohelp individualsbreakfreefromautopilotmodeand reconnectwiththeirinnercreativityand emotions.

Byrelievingtheburdenofroutine,information overload,andthefearoffailure,participants rediscovertheirinnateabilitytoleadand innovate.Morethanjustaworkshop,Resetéate actsasacatalystforchange,ignitingarenewed senseofpurposeandaction.

Itssuccessstemsfromitsabilitytoreintroduce thefundamentalsofleadershipandteamwork: emotion,creativity,andaction.Theseelements, oftenoverlookedintraditionalcorporatesettings, arepreciselywhatmodernworkplacesneedmost.

Dalelavueltaalatortilla:APhilosophyof Transformation

Morethanjustaprogram,Dalelavueltaala tortillaisamindset.Itchallengesthestatusquo

inlearning,leadership,workculture,andhuman relationships.Resetéatesparkstheinitialchange,while Dalelavueltaalatortillaprovidestheongoing motivationtosustainit.

Thephilosophyencouragesindividualsand organizationstotakeownershipoftheirgrowth,to abandonlimitingbeliefs,andtoembracenewwaysof thinkingandleading.Changeisnotaone-timeeventbut acontinuousjourneythatrequirescommitmentand action.

DevelopingEssentialSkillsThroughArt

Intoday’sfast-changingworld,leadersandteamsneed tocultivateessentialskills:

• Theabilitytoconductandcoordinatelikean orchestraleader

• Creativityandinnovationinanunpredictable environment

• Authenticandemotionallyintelligent communication

• Adaptabilityinthefaceofuncertainty

• Collaborationbuiltontrustandempathy

Artistheidealmediumforhoningtheseskills.Through artisticexpression,individualsengageinreal-life simulationsthatchallengethemtodeveloptheir emotionalintelligence,resilience,andcreativeproblemsolvingabilities.

ATransformationalSuccessStory

OneofthemostremarkabletransformationsBonasa witnessedinvolvedaleadershipteaminamajor technologycompanystrugglingwithlowmoraleand creativestagnation.Insteadofimplementinga conventionaltrainingprogram,Liderartedesignedan immersivetheatricalandmusicalexperiencewhere leadersconfrontedtheirfearsonstage,practiced improvisation,andcreatedacollaborativeperformance.

Theoutcomewasextraordinary Theteamdeveloped newfoundconfidence,communicatedmoreopenly,and embracedamoreempatheticandcourageousleadership style.Withinmonths,thecompanyexperienced increasedproductivityandasignificantreductionin internalconflicts.Thechangewasnotsuperficial;itwas deepandlasting,achievedthroughthepowerofartand emotion.

AMessagetotheSkeptics

Forthosehesitanttoembracethis unconventionalmethodology,Bonasa hasasimpleyetpowerfulmessage:If youwantyourteamtokeep functioningastheyalwayshave,stick withtraditionaltraining.Butifyou wantthemtotrulygrowandtransform, letthemexperiencelearninginaway thatmovesthem.

AVisionfortheFuture

Bonasa’sdreamistoseeLearning throughArtbecomethenormrather thantheexception.Heenvisionsa futurewhereschools,companies,and universitiesintegrateartintotheir educationalandleadership developmentprograms.

Trainingshouldnotbelimitedtothe intellectalone;itshouldengage emotion,creativity,andaction.Only throughexperientiallearningcantrue transformationoccur Whatdoesnot moveyouemotionallywillnotchange you,andwhatisnotlivedwillsoonbe forgotten.

EmbracingtheArtof Transformation

IgnacioBonasaisspearheadingasilent revolutionthatplacesartandemotions attheheartoflearningandleadership. ThroughResetéateandDalelavueltaa latortilla,heisredeﬁninghow individuals,teams,andorganizations approachgrowthanddevelopment.

Thequestionremains:Areyouready toleadwithemotioninsteadof routine?Areyoupreparedtoreset yourself,embracecreativity,and transformthewayyouworkandlead?

Livetheexperience.Flipthetortilla. Embracetheart.Embrace transformation.

MeasuringtheRealImpactof TALENT Management

Talentmanagementplaysacriticalroleinthelong-termsuccessofany organization.Eﬀectivetalentmanagementensuresthatacompany attracts,develops,andretainshigh-performingemployees,fosteringa cultureofgrowthandinnovation.However,measuringtherealimpactof talentmanagementcanbecomplex,asitrequiresevaluatingboth qualitativeandquantitativefactors.Theabilitytoassessthereturnon investment(ROI)intalentmanagementnotonlyhelpsinoptimizing strategiesbutalsodemonstratesthevalueitbringstotheorganization.

TheImportanceofTalentManagement

Talentmanagementencompassesawiderangeofpractices,including recruitment,onboarding,training,leadershipdevelopment,succession planning,andemployeeretention.Byaligningtalentwithorganizational goalsandcreatingopportunitiesforprofessionalgrowth,companiesare morelikelytoretaintoptalentandincreaseemployeesatisfaction.This canleadtobetteroverallperformance,amoreengagedworkforce,anda competitiveadvantageinthemarket.

However,whileorganizationsoftenspendconsiderabletimeand resourcesontalentmanagement,thechallengeremainsinquantifyingits impact.Todeterminewhethertalentmanagementpracticesareachieving thedesiredoutcomes,it’simportanttohaveclearmetricsandframeworks inplace.

QuantitativeMetrics:EmployeePerformanceandProductivity

Oneofthemoststraightforwardwaystomeasuretheimpactoftalent managementisthroughemployeeperformanceandproductivity.These

metricscanbetrackedusingperformancemanagement systemsthatassessthequalityandquantityofwork completedbyemployees.High-performingemployeeswho benefitfromeffectivetalentmanagementwilltypically demonstrateincreasedefficiencyandinnovation,which ultimatelycontributestotheorganization'sbottomline.

Tomeasurethelinkbetweentalentmanagementand productivity,organizationscantrackkeyperformance indicators(KPIs)suchassalesnumbers,revenuegrowth, customersatisfaction,andproductdevelopmenttimelines. Bymonitoringthesemetricsbeforeandafterimplementing talentmanagementstrategies,companiescangaugethe successoftheirprograms.

EmployeeEngagementandSatisfaction

Employeeengagementisanothercriticalmeasureofthe eﬀectivenessoftalentmanagement.Engagedemployeesare morelikelytobeproductive,motivated,andcommittedto thecompany Talentmanagementinitiativessuchas leadershipdevelopmentprograms,training,andcareer growthopportunitiesdirectlyinﬂuenceengagementlevels.

Surveysandfeedbacktoolsarecommonlyusedtomeasure engagement.ToolslikeGallup’sQ12orcustominternal surveyshelporganizationstrackemployeesatisfaction levelsandidentifyareasforimprovement.Engaged employeestendtostaylongerattheirjobs,reducing turnoverandthecostsassociatedwithrecruitmentand trainingnewhires.

RetentionRatesandTurnoverCosts

Employeeretentionisoftenconsideredoneoftheclearest indicatorsofeﬀectivetalentmanagement.Whenemployees aresatisﬁedwiththeirrolesandfeeltheyhave opportunitiesforgrowth,theyaremorelikelytoremain withthecompany.Highturnoverrates,ontheotherhand, signalthattheorganizationmaybefailinginareassuchas careerdevelopment,leadership,orcompensation.

Organizationscantrackretentionratesovertimeand comparethemwithindustryaveragestogaugethesuccess oftheirtalentmanagementinitiatives.Moreover,analyzing turnovercosts—includingrecruitment,onboarding,andlost productivity—canprovideatangiblemeasureofthe ﬁnancialimpactoftalentmanagement.

LeadershipDevelopmentandSuccessionPlanning

Leadershipdevelopmentprogramsareacriticalaspectof talentmanagement.Byidentifyingandnurturinghighpotentialemployees,organizationspreparethenext generationofleaders,ensuringcontinuityandstability The impactoftheseprogramscanbemeasuredbytrackingthe progressionofparticipantsthroughtheorganizationand assessingtheirleadershipeﬀectiveness.

Successionplanning,akeycomponentofleadership development,involvespreparingforkeyroleswithinthe organizationbyidentifyingandtrainingpotential successors.Thesuccessofsuccessionplanningcanbe measuredbyhowwellleadershiptransitionsaremanaged andhoweﬀectivelynewleadersperformintheirroles. Successfultransitionsareoftenmarkedbyminimal disruptionandcontinuedorganizationalgrowth.

ReturnonInvestment(ROI)

Finally,theultimategoalofanytalentmanagement programistoachieveastrongreturnoninvestment(ROI). TocalculateROI,organizationscancomparethecostsof implementingtalentmanagementinitiativeswiththe businessoutcomesachievedasaresult.Thisincludes evaluatingfactorssuchasincreasedrevenue,reduced turnovercosts,improvedcustomersatisfaction,and enhancedemployeeperformance.

TocalculateROI,organizationsshouldconsiderbothdirect financialreturnsandindirectbenefitssuchasimproved workplaceculture,enhancedemployerbranding,andlongtermsustainability.BycalculatingtheROIoftalent management,companiescanbetterjustifytheirinvestments andrefinetheirstrategiesformaximumimpact.

Conclusion

Measuringtherealimpactoftalentmanagementiscrucial fororganizationslookingtooptimizetheirhumancapital investments.Byusingacombinationofquantitativeand qualitativemetricssuchasemployeeperformance, engagement,retention,andROI,businessescanassessthe eﬀectivenessoftheirtalentmanagementstrategies.Regular measurementensuresthattalentmanagementeﬀortsare alignedwithorganizationalgoalsandcontributestolongtermsuccess.Withtherighttoolsandframeworks, organizationscandemonstratethevalueoftalent managementandcreateamoresustainable,productive,and engagedworkforce.

Rethinking Learning & Development in Talent Strategy

Intoday’sfast-pacedandconstantlyevolvingbusinessenvironment,organizationsmustremain agileandadaptivetostaycompetitive.Oneofthemostsigniﬁcantwayscompaniescanfoster innovation,improveemployeeperformance,anddrivegrowthisthroughstrategiclearningand development(L&D).However,totrulymaximizetheimpactofL&D,organizationsneedtorethink theirapproach,ensuringthatlearningisintegratedintothebroadertalentstrategyandalignedwith organizationalgoals.RethinkingL&Dinthiscontextiscrucialnotonlyforimprovingemployee skillsetsbutalsoforcreatingaculturethatsupportscontinuousgrowthandadaptability.

TheChangingLandscapeofWork

Thenatureofworkhasshifteddramaticallyinrecentyears,drivenbytechnologicaladvancements, globalization,andshiftingemployeeexpectations.Traditionalmodelsoflearning,whichrelied heavilyonclassroom-basedtrainingorone-timeworkshops,arenolongersufficienttomeetthe demandsoftoday’sworkforce.Instead,organizationsmustembraceamoreflexible,personalized, andcontinuouslearningapproachthatisintegratedintotheworkflow.

Employeesnowexpectmorefromtheirlearningexperiences.Withtheriseofdigitaltools,access toonlinecourses,andthegigeconomy,employeesaretakingchargeoftheirowncareer development.Thechallengefororganizationsisnotjusttoprovidelearningopportunitiesbutto ensurethattheseopportunitiesarerelevant,accessible,andalignedwithboththeindividual’scareer goalsandthecompany’sstrategicobjectives.

AligningLearning&DevelopmentwithTalentStrategy

TomakeL&Danintegralpartofatalentstrategy,organizationsneedtoensurethatitisnotsiloed ortreatedasastandalonefunction.Instead,itshouldbeseamlesslywovenintothefabricoftalent

management,fromrecruitmenttoperformancemanagement andsuccessionplanning.Thisintegrationallowsforamore holisticapproachtodevelopingtalent,ensuringthat employeesnotonlygrowtheirskillsbutarealsoprepared totakeonhigher-levelrolesandcontributetothe company’ssuccess.

OneoftheﬁrststepsinaligningL&Dwithtalentstrategyis toclearlydeﬁnetheorganization’sstrategicgoalsand identifytheskillsrequiredtoachievethem.Thiscanbe achievedthroughaskillsgapanalysisthatcomparesthe currentworkforce’scapabilitiestothefutureneedsofthe business.Byunderstandingthesegaps,organizationscan designtargetedlearningprogramsthatbridgethem, ensuringthattheirtalentpoolisalwaysreadytomeet changingdemands.

Additionally,incorporatingL&Dintotalentstrategy involvesrecognizingtheimportanceoflearningin employeeengagementandretention.Accordingtorecent studies,employeeswhofeeltheyhaveaccessto opportunitiesforgrowtharemorelikelytostaywithan organization.Therefore,oﬀeringtailoredlearning experiencesthatarealignedwithemployees’career aspirationsnotonlyenhancestheirskillsbutalsoboosts moraleandloyalty.

TheShifttoContinuousLearning

OneofthemostsigniﬁcanttrendsinrethinkingL&Disthe movetowardcontinuouslearning.Inthepast,learningwas oftenseenasaone-timeevent—suchasatrainingsession orworkshop.However,intoday’sdynamicenvironment, learningmustbeanongoingprocessthatisembeddedinto dailyworkroutines.Continuouslearningempowers employeestokeepupwithnewtechnologies,industry trends,andevolvingjobroles.

Organizationscanfacilitatecontinuouslearningby implementingmicrolearningstrategies,whichoffershort, digestiblecontentthatemployeescanengagewithattheir ownpace.Thistypeoflearningismoreaccessibleand flexible,allowingemployeestolearnonthejobwithout disruptingtheirworkflow.Italsoenablesthemtoaddress specific,immediateneeds,whetherit'satechnicalskill, leadershipcompetency,orsoftskilldevelopment. Anotherpowerfultoolforcontinuouslearningissocial learning.Throughplatformslikeinternalknowledgesharingcommunities,mentoringprograms,and collaborativeprojectwork,employeescanlearnfromeach

other.Sociallearningfostersacultureofknowledge exchange,wherelearningisnotjusttop-downbutalso peer-to-peer Thiscollaborativeenvironmentencourages employeestotakeownershipoftheirdevelopmentand leveragethecollectiveexpertisewithintheorganization.

PersonalizingLearningExperiences

Everyemployeehasauniquelearningstyleandcareerpath. Assuch,a“one-size-ﬁts-all”approachtoL&Disnolonger eﬀective.Personalizationiskeytodrivingengagementand ensuringthatlearningisrelevantandimpactful.By leveragingdataandtechnology,organizationscanprovide customizedlearningexperiencesthatcatertoindividual needs,preferences,andgoals.

Learningmanagementsystems(LMS)thatincorporate artiﬁcialintelligence(AI)cantrackanemployee’sprogress, identifyskillgaps,andrecommendpersonalizedcontent. Additionally,personalizedlearningjourneyscanhelp employeesmapoutapathfortheirprofessional development,ensuringthatlearningisalignedwiththeir ambitionsandtheorganization’stalentpipeline.This approachhelpsemployeesfeelmoreempoweredintheir careerprogressionandfostersasenseofownershipover theirdevelopment.

MeasuringtheImpactofLearning&Development

TotrulyunderstandthevalueofL&Dinthecontextof talentstrategy,organizationsmusthaverobustmechanisms inplacetomeasureitseﬀectiveness.Traditionalmetrics, suchascompletionratesorsatisfactionsurveys,provide limitedinsightsintohowwelllearninginitiativesare contributingtoorganizationaloutcomes.Instead,businesses shouldfocusonmoremeaningfulmetricsthattielearning toperformanceimprovements,employeeengagement,and businessresults.

Forexample,trackingthetransferoflearningtoon-the-job performancecanhelpassesswhetheremployeesare applyingnewskillsintheirroles.Additionally,measuring theimpactoflearningonemployeeretention,promotion rates,andsuccessionplanningcandemonstratehowL&D contributestolong-termtalentdevelopmentandleadership growth.Bylinkinglearningoutcomestobusiness objectives,organizationscanbetterunderstandtheROIof theirtalentstrategy.

A leader is one who knows the way, goes the way, and shows the way.