Eve Rodsky

There's a far side cartoon that – so I have a stereotype of a man that I call where's the butter.

And that came from – I think it was a far side cartoon where –

There is an anniversary card where on the front of it, it's just a man opening the refrigerator and literally every single thing says butter, butter, butter, butter, butter, butter.

And then underneath the caption is, honey, where's the butter?

Well, the good news is you don't really have to quantify it because you will feel it.

You will feel it.

I will say that the thing that is – you feel the most –

is the communication practice.

So what do I mean by that?

The thing that's to me quantified the most of Fair Play is not how many cards people hold, it's actually how many check-ins people have.

They'll report to me, oh my gosh, we did four check-ins this month.

And what I'm asking people to do, Nicole, is to check in similar to a staff meeting.

But we actually know this from organizational management.

If companies have employees where they have regular check-ins,

that employee is more likely to deliver the leader bad news, which is actually a very important thing for leaders to hear that they often don't hear.

And so the same thing sort of applies to the home where people are more willing and open to hear bad news, meaning like, I need your help this week with a terrible task like crazy hat day for the kids or whatever, if you have a cadence of already coming to the table.

So that's typically where I see people quantifying it

the practice of Fair Play the most, where they'll say, we got our weekly check-in done every week this month, and it made us feel so good.

So that's where I love quantification.

But I will say where you don't really need it is you won't need it because you start feeling it.