Minda Harts

I love that, Simon, because essentially it's like the intent versus the impact. Yeah, I didn't mean to roll over your toes, but I did hurt your toes.

I love that, Simon, because essentially it's like the intent versus the impact. Yeah, I didn't mean to roll over your toes, but I did hurt your toes.

Yeah. I love that. And, you know, you touched on something before, but the psychological safety, and I'm curious if you could tell me a little bit about how does follow through impact psychological safety in the workplace or the lack of.

Yeah. I love that. And, you know, you touched on something before, but the psychological safety, and I'm curious if you could tell me a little bit about how does follow through impact psychological safety in the workplace or the lack of.

Yeah. I love that. And, you know, you touched on something before, but the psychological safety, and I'm curious if you could tell me a little bit about how does follow through impact psychological safety in the workplace or the lack of.

Yes.

Yes.

Yes.

Right. I followed through.

Right. I followed through.

Right. I followed through.

Yeah. No, I love that because, I mean, listen, as leaders, as colleagues, as managers, the market's going to change. The raise that you thought was you were going to give somebody is not going to happen. Your intention may be that, but you still have to communicate to maintain what trust hopefully was there, right?

Yeah. No, I love that because, I mean, listen, as leaders, as colleagues, as managers, the market's going to change. The raise that you thought was you were going to give somebody is not going to happen. Your intention may be that, but you still have to communicate to maintain what trust hopefully was there, right?

Yeah. No, I love that because, I mean, listen, as leaders, as colleagues, as managers, the market's going to change. The raise that you thought was you were going to give somebody is not going to happen. Your intention may be that, but you still have to communicate to maintain what trust hopefully was there, right?

You know, as you were talking, it's making me think about your book, Leaders Eat Last. And essentially what you're talking about is, you know, how do great leaders prioritize their people? And I'm just curious for those who are like, oh, that happened so many thousands of years ago, Simon. But what about today? Right. We see it each and every day. We're seeing it get back to work.

You know, as you were talking, it's making me think about your book, Leaders Eat Last. And essentially what you're talking about is, you know, how do great leaders prioritize their people? And I'm just curious for those who are like, oh, that happened so many thousands of years ago, Simon. But what about today? Right. We see it each and every day. We're seeing it get back to work.

You know, as you were talking, it's making me think about your book, Leaders Eat Last. And essentially what you're talking about is, you know, how do great leaders prioritize their people? And I'm just curious for those who are like, oh, that happened so many thousands of years ago, Simon. But what about today? Right. We see it each and every day. We're seeing it get back to work.

What advice would you give to our leaders on how they can prioritize their people and make sure that they're keeping trust as the main character?

What advice would you give to our leaders on how they can prioritize their people and make sure that they're keeping trust as the main character?

What advice would you give to our leaders on how they can prioritize their people and make sure that they're keeping trust as the main character?