Dalia Feldheim

And, you know, there was research that just came out to try and understand the great resignation. And they found, interestingly, they expected, you know, the reasons to be, you know, pay or burnout. And they found the number one driver of the great resignation was toxic environments. So there you go. Wow.

Exactly. And I keep on saying, like, if it happens to my kids, stay six months. Okay. You know, because I think if I would have left immediately, you know, try to change things. Sometimes, you know, I did have challenging bosses in the past. And I was actually, one of them told me, you're the only one that gave me direct feedback.

Exactly. And I keep on saying, like, if it happens to my kids, stay six months. Okay. You know, because I think if I would have left immediately, you know, try to change things. Sometimes, you know, I did have challenging bosses in the past. And I was actually, one of them told me, you're the only one that gave me direct feedback.

Exactly. And I keep on saying, like, if it happens to my kids, stay six months. Okay. You know, because I think if I would have left immediately, you know, try to change things. Sometimes, you know, I did have challenging bosses in the past. And I was actually, one of them told me, you're the only one that gave me direct feedback.

I kind of had a reputation of managing an app really well because I'm direct, because I really care, right? And I heard of one strategy, by the way, you would love it. I heard of one strategy that really worked when a lady came into a toxic boss and she actually dealt with it head on. She said, listen, this is what I hear about you. I don't believe it's true, but that's your equity.

I kind of had a reputation of managing an app really well because I'm direct, because I really care, right? And I heard of one strategy, by the way, you would love it. I heard of one strategy that really worked when a lady came into a toxic boss and she actually dealt with it head on. She said, listen, this is what I hear about you. I don't believe it's true, but that's your equity.

I kind of had a reputation of managing an app really well because I'm direct, because I really care, right? And I heard of one strategy, by the way, you would love it. I heard of one strategy that really worked when a lady came into a toxic boss and she actually dealt with it head on. She said, listen, this is what I hear about you. I don't believe it's true, but that's your equity.

And I'm here determined to help you change that. And it worked for her. And the two of them partnered. So I am saying, you know, if the boss is ready to change, right? That can be an amazing experience. So give it a try, but you need to really give it six months maximum. Because if you're asked to change beyond your values, beyond who you are, and that's what I felt. I was like suffocated.

And I'm here determined to help you change that. And it worked for her. And the two of them partnered. So I am saying, you know, if the boss is ready to change, right? That can be an amazing experience. So give it a try, but you need to really give it six months maximum. Because if you're asked to change beyond your values, beyond who you are, and that's what I felt. I was like suffocated.

And I'm here determined to help you change that. And it worked for her. And the two of them partnered. So I am saying, you know, if the boss is ready to change, right? That can be an amazing experience. So give it a try, but you need to really give it six months maximum. Because if you're asked to change beyond your values, beyond who you are, and that's what I felt. I was like suffocated.

I, you know, I was asked to leave my heart and my art in the doorway, right? That's wrong. That's when you can't bring your full self to the workplace, you're not in the right place for you. And that's something I hope I realized earlier. But I guess, you know, going through that is why I'm here today, why I wrote the book, why I'm trying to help, you know, other leaders.

I, you know, I was asked to leave my heart and my art in the doorway, right? That's wrong. That's when you can't bring your full self to the workplace, you're not in the right place for you. And that's something I hope I realized earlier. But I guess, you know, going through that is why I'm here today, why I wrote the book, why I'm trying to help, you know, other leaders.

I, you know, I was asked to leave my heart and my art in the doorway, right? That's wrong. That's when you can't bring your full self to the workplace, you're not in the right place for you. And that's something I hope I realized earlier. But I guess, you know, going through that is why I'm here today, why I wrote the book, why I'm trying to help, you know, other leaders.

A lot of it is lack of awareness. A lot of it is skill because we can't teach ourselves to become more resilient. We can teach ourselves to be happier. Actually, you know, in the book, I have this whole model and worksheets on each one on them. And it has been proven that you can teach yourself to be happier. So I think that's an important part of growth, that when it's really toxic,

A lot of it is lack of awareness. A lot of it is skill because we can't teach ourselves to become more resilient. We can teach ourselves to be happier. Actually, you know, in the book, I have this whole model and worksheets on each one on them. And it has been proven that you can teach yourself to be happier. So I think that's an important part of growth, that when it's really toxic,

A lot of it is lack of awareness. A lot of it is skill because we can't teach ourselves to become more resilient. We can teach ourselves to be happier. Actually, you know, in the book, I have this whole model and worksheets on each one on them. And it has been proven that you can teach yourself to be happier. So I think that's an important part of growth, that when it's really toxic,

And you are asked to change beyond your value. That is when it's zero tolerance and very fast. You let things going on. Ah, it's okay. You become a frog in boiling water. And when I interviewed for my research, 10 of the people I researched out of 15 talked about being a frog in boiling water, the same sentence. So there's something about that, right? You need to be careful.

And you are asked to change beyond your value. That is when it's zero tolerance and very fast. You let things going on. Ah, it's okay. You become a frog in boiling water. And when I interviewed for my research, 10 of the people I researched out of 15 talked about being a frog in boiling water, the same sentence. So there's something about that, right? You need to be careful.

And you are asked to change beyond your value. That is when it's zero tolerance and very fast. You let things going on. Ah, it's okay. You become a frog in boiling water. And when I interviewed for my research, 10 of the people I researched out of 15 talked about being a frog in boiling water, the same sentence. So there's something about that, right? You need to be careful.

You need to react fast. If it doesn't make you feel comfortable, it's wrong. And that's it. You need to stop it in the bud.