Anne Morris

We feel it.

I feel this acutely.

But it does mean that there's also an openness that I think is unprecedented to experiment and come up with solutions, both in our individual lives, but also inside teams and systems as large as organizations.

So I think we have to own it and then use the formal and informal power we have to try new things because this is not working.

Beautiful.

So let me poke at one other source of exhaustion that I see a lot of, which is the infectiousness of other people's emotion.

Oh, goodness.

So I'm coming at this as on the kind of empathetic scale, leaning more towards maybe than you, being deeply aware of other people's emotions.

But I want to say that you are very good at designing a life that

where you are limiting your exposure to emotions that you know are not going to serve you.

Yes.

So talk us through this.

We just talked to Amanda Ripley, and one of the lessons from her work is that other people's emotions are a huge variable in our experience as human beings.

We know this

is true for the emotions of leaders, which is this broadcast feature you have.

So what do I do if that's part of my challenge at work?

And what I find liberating about it, because I'm a little bit of a sponge myself, so I have to be disciplined about these kinds of boundaries.

I feel it's less about control and more about feeling responsible, like co-responsible.

That's great.

Like if you are upset, then I am co-responsible for helping you feel better.