Bridget Burns

is that you just told me that i'm gonna have to give up this office that i've worked for you're completely ignoring the things that matter to me the experiences that have been valuable to me you haven't for a second given me an opportunity to even offer ideas based on the let's say 20-year career i have let's say i have some expertise to contribute instead you just come in with this pipe dream of an idea you know what the solution is and you give people no opportunity to

is that you just told me that i'm gonna have to give up this office that i've worked for you're completely ignoring the things that matter to me the experiences that have been valuable to me you haven't for a second given me an opportunity to even offer ideas based on the let's say 20-year career i have let's say i have some expertise to contribute instead you just come in with this pipe dream of an idea you know what the solution is and you give people no opportunity to

to add to it, to make it feel like it's an idea that they could be excited about. They don't even get a chance to consider it because all they do is hear, I'm going to change your life. I'm going to change your daily experience. And I respect you so little. I haven't even given you a chance to be part of the process or to offer input.

to add to it, to make it feel like it's an idea that they could be excited about. They don't even get a chance to consider it because all they do is hear, I'm going to change your life. I'm going to change your daily experience. And I respect you so little. I haven't even given you a chance to be part of the process or to offer input.

And then we also, what I find is, because that's a regular experience, it's often like physical moving offices is like the most, like the worst case, every leader will tell you that's the worst. But I could talk to you about consolidating data or getting, switching advising from being decentralized to centralized.

And then we also, what I find is, because that's a regular experience, it's often like physical moving offices is like the most, like the worst case, every leader will tell you that's the worst. But I could talk to you about consolidating data or getting, switching advising from being decentralized to centralized.

Now you're telling me that I'm gonna have a different boss, that what I'm responsible for completely is changing, the students I serve are changing. You're not going to even ask me for input or like I get no buy-in on this process. I get no even, I don't even get a chance to touch it. And my daily experience every day from nine to five or whatever is going to change.

Now you're telling me that I'm gonna have a different boss, that what I'm responsible for completely is changing, the students I serve are changing. You're not going to even ask me for input or like I get no buy-in on this process. I get no even, I don't even get a chance to touch it. And my daily experience every day from nine to five or whatever is going to change.

And you're surprised that I am disappointed or that I might be a little bit grumpy. We just never consider the possibility that people do not, anyone who says they like change is a liar. You only like the change that was your idea and that you actually agree with. And that is usually a change that's your idea, right?

And you're surprised that I am disappointed or that I might be a little bit grumpy. We just never consider the possibility that people do not, anyone who says they like change is a liar. You only like the change that was your idea and that you actually agree with. And that is usually a change that's your idea, right?

But if you told me, if like I came into my office today and you had moved my furniture in my office around, listen, it might be a better blow and layout. But the fact that change happened, that I wasn't like, you didn't give me a second to turn the water temperature up slowly so that I could acclimate to it or that I couldn't offer input.

But if you told me, if like I came into my office today and you had moved my furniture in my office around, listen, it might be a better blow and layout. But the fact that change happened, that I wasn't like, you didn't give me a second to turn the water temperature up slowly so that I could acclimate to it or that I couldn't offer input.

We just jump over these very basic things and that change is discomfort. It is shifting things around and We glamorize innovation as though it's literally lasers and rainbows. And the truth is innovation is messy. I've never seen an example where innovation, we're starting something new. that you don't, the time, it doesn't take longer. It's more difficult. You run into unexpected hurdles.

We just jump over these very basic things and that change is discomfort. It is shifting things around and We glamorize innovation as though it's literally lasers and rainbows. And the truth is innovation is messy. I've never seen an example where innovation, we're starting something new. that you don't, the time, it doesn't take longer. It's more difficult. You run into unexpected hurdles.

So it's bumpy. It's not smooth. It's not predictable. You can't plan your day. You can't plan. You don't know when you're gonna pick your kids up. You don't know when you're gonna do all these human things. It's the human stuff that gets in the way because these are human beings.

So it's bumpy. It's not smooth. It's not predictable. You can't plan your day. You can't plan. You don't know when you're gonna pick your kids up. You don't know when you're gonna do all these human things. It's the human stuff that gets in the way because these are human beings.

And I just think that too often leaders, we don't have that genuine empathy to think about that for a second, to know that at the end of the day, like if you're trying to do something where humans are involved, The very basic understanding about human beings is that they are adverse to pain. They don't like pain. They don't. And they like pleasure. They like things that feel good.

And I just think that too often leaders, we don't have that genuine empathy to think about that for a second, to know that at the end of the day, like if you're trying to do something where humans are involved, The very basic understanding about human beings is that they are adverse to pain. They don't like pain. They don't. And they like pleasure. They like things that feel good.

And what constitutes pain for me is probably different than you. But generally, all you got to do is be a little curious to try and figure out the things I value, the things I don't. The things that constitute pleasure for me are maybe I'm extroverted and I like to talk to people. Maybe I'm introverted and that sounds terrible if you're offering to give me a speech opportunity.

And what constitutes pain for me is probably different than you. But generally, all you got to do is be a little curious to try and figure out the things I value, the things I don't. The things that constitute pleasure for me are maybe I'm extroverted and I like to talk to people. Maybe I'm introverted and that sounds terrible if you're offering to give me a speech opportunity.