Karl Sherrill

But when you find yourself in that space,

I think you have to do a couple of things.

Number one is I want to make sure I don't want people to think that I'm all rainbows and unicorns.

Like I do not think that this is easy.

I'm not good at it all the time.

It's the desire of my heart.

It's not the way that I execute on a daily basis, but it sure is what I want to do on a daily basis.

And so what I would encourage people in those situations is be really clear on who you are, because if you're compromising the core value of who you are in a toxic situation, there's no fixing that.

it's probably not getting better.

If you can align your core values and you can have honest conversations with people, start trying to find people in that team who you believe are aligned with you.

and begin to have real, vulnerable, transparent conversations about what you're feeling and where you're at and how it's going, because that's reality for a team.

And good leaders should be receptive to the teammates coming to them and saying, I don't know what's going on, but this is how it is making me feel.

It may just be my perception is incorrect, and I may need to adjust this a little, but I think it's important that you and I have a conversation about how this is impacting the way that I operate daily.

And then you've just got to kind of find a way to talk through how do I move to a place that I want the team to be.

Now the other piece of that that I challenge people with

You have an obligation, though, to be the teammate that you want to be, that you want everybody else to be, too.

It's very easy for all of us to point to the people around us who are causing the problem without taking a step back real quick to say, yeah, but was I really intentional about showing up today?

Did I really do my work today?

Did I really show up correctly?

Because if the answer is no to that, you got to get that square before you go take care of what's happening with the rest of the team.