Melissa Doman

There were, in some cases, panic attacks.

There were admissions of extreme strain and worry and fear and lack of confidence, imposter syndrome over and over and over again.

Yeah.

And then I started creating that social permission in workshops and larger keynotes and just making sure that I told these people, I don't see you for your titles.

I see you for the human beings that you are who happen to be in these positions who weren't always in these positions.

So...

If we don't mind my teeny tiny nihilist coming out for a minute, you know, if we think about the fact that every industry, every service, every product, every company, every title, every everything is human created, every single thing, all of it.

So if we think about the fact that we start treating these people in a different level of seniority as if they don't

need support to do sometimes an even harder job that other people have.

That's completely baseless.

It's based on these social norms that we've created around work and work practices and what these things mean.

And I'm not saying, you know, F off to all these leadership theories or anything.

I'm using psychological and sociological theory to bring logic back into people's minds that you can be a good leader and

And say you need help sometimes to do it and do it better.

To me, that is a sign of a self-aware leader who cares and doesn't want to burn out and wants to be able to show up for people while not sacrificing themselves.

So that's where I stand now.

A hundred percent.

There are some people who are on autopilot when they do that.

There are some people that they've observed other leaders who did it and they just start doing it and they kind of get that tunnel vision and they don't realize that.

the kind of emotional and cognitive armor that they put on every day when they do the job.