check-ins.

Is there more to it? Oh, absolutely.

So the fast and frequent one-on-one is one of the key skills, and there are a lot of things underneath that because you have to understand what within that fast and frequent one-on-one is important in each of the times that you meet.

And I think one of the most critical elements that's happening right now in our very overwhelmed, burning out world is when someone is overwhelmed, we kind of look at it as the body's system.

When our bodies are overwhelmed, we are really in need of human connection.

Cortisol has flooded our system.

And the only hormone that really overpowers that is our relational hormone, which is oxytocin.

but if we could boil it down to one

What brought you to this moment where you were tested for your resilience in your role as a leader and ultimately you chose this path of becoming CEO and founder of your own company?

Yeah, it's, you know, I'm so excited to be here, first of all, and thank you for your lovely introduction.

And I promise you the feeling is mutual.

It's just been such a joy to get to know you.

And I think our work is so complimentary.

I'm going back to my story.

I never set out to do this.

And I think there's

Here we go"

And you're led into these different areas, right? So Showing Up was really, um, was born out of a lot of crisis response work, and the realization that in our changing world, was not at all introduced to VUCA at the time, we are not good at knowing how to care for each other and support each other.

I had, was spending a lot of time in the aftermath of, of crisis, and noticed how even though people had really good emotions of care, um, lot of empathy, a lot of compassion, they weren't applying those emotions in a way that was supportive and helpful for the people that were struggling the most.

And in fact, even just focused on emotion-based training, EQ in those situations, isn't helpful because the emotions, the correct emotions were already there.

What wasn't there is training how to work against the opposing emotions.

So I might really care, but, ah, I don't know if it's time.

I don't know if it's the right...

It's none of my business, and like, so I'm just either gonna not have one-on-ones, or I'm gonna keep it very tactical, or I'm not gonna ask the questions 'cause it's the fill in the blank.

... which is affecting their ability to perform, right? So where is this fine line drawn in leadership in organizations so it doesn't become just you become a psychologist or a psychiatrist?

Well, see, this is the whole reason I wrote the book because all these...

All of a sudden now these things are happening, right? There's much greater need to talk about mental health.

The leader has to know what are the boundaries between being a leader, um, sending someone to get mental health support, or sending them to HR.

The simple answer to your question is we have complete, um, supportive conversation, um, guidelines for that.And what we do is, um, train people...

Well, first of all, [chuckles] train people how to ask for support in the right way.

Um, that's a whole nother training lane.

Mm.