Catt Small

So I started looking into improv techniques, for example, because I remember taking this one workshop at work, and I believe it was essentially about the difference between a clear no and then a yes, and let's modify the idea somehow, and how that kind of change actually led to

you know, more openness and more conversation.

So it was little things like that.

I did also start reading some books on the subject.

So I read some books about feedback.

I read some books about just like being a more conscious leader.

I will shout out my now friend, former coach, former manager and like coworker, Sarah Kramer.

for sending me a copy of the 15 Commitments of Conscious Leadership.

Because when I was in my first staff design role working with Sarah, that book actually really helped me before Brian Lovin's website came online.

And it had a lot to do with the concept of

not being right and focusing more on being curious.

And so I was like, OK, I'm going to try being curious instead of coming into conversations and being like, I'm right, I'm right, I'm correct all the time.

And then I noticed like, oh, if I am not defensive and I'm like, oh, where are you coming from when you when you say that critique manager or leader, then people will actually just explain how they think.

And then they're like, oh, Kat heard me.

And, you know, I actually feel like she cares.

And then I realized over time, like how much of our work is mostly like vibes driven to use, to use for lack of a better language.

But yeah, I realized like a lot of politic and quote unquote is just like managing people's emotions.

And when I understood that, then I was like, oh, okay, cool.

Like I can work with feelings.

I just thought it was like stabbing people in the back and stuff.