Minda Hartz

So transparency, follow through, feedback, security, acknowledgement, demonstration, and sensitivity.

Yes, well, without giving away too much, because I want people- Yes, of course, of course. But I'll give an example. So sensitivity, for example- Recently, we've had if you're in the United States, we've had an election. Right. And people who might feel one way about the election results and there might be a group of people who feel another way.

Yes, well, without giving away too much, because I want people- Yes, of course, of course. But I'll give an example. So sensitivity, for example- Recently, we've had if you're in the United States, we've had an election. Right. And people who might feel one way about the election results and there might be a group of people who feel another way.

Yes, well, without giving away too much, because I want people- Yes, of course, of course. But I'll give an example. So sensitivity, for example- Recently, we've had if you're in the United States, we've had an election. Right. And people who might feel one way about the election results and there might be a group of people who feel another way.

And then there might be a group who are indifferent. Right. But the reality is when we enter into the workplace, we need the language of sensitivity because there are people who feel like. This is the best thing. And there's people feel like this is their world is ending. Right. And to be true.

And then there might be a group who are indifferent. Right. But the reality is when we enter into the workplace, we need the language of sensitivity because there are people who feel like. This is the best thing. And there's people feel like this is their world is ending. Right. And to be true.

And then there might be a group who are indifferent. Right. But the reality is when we enter into the workplace, we need the language of sensitivity because there are people who feel like. This is the best thing. And there's people feel like this is their world is ending. Right. And to be true.

And both sides, all people involved in the workplace need to be sensitive to how their colleagues are experiencing things. Right. And so maybe the best thing to do isn't to wear a certain T-shirt to the one on one meeting where you know that the person is really good. Right. That's not going to help the relationship. Right.

And both sides, all people involved in the workplace need to be sensitive to how their colleagues are experiencing things. Right. And so maybe the best thing to do isn't to wear a certain T-shirt to the one on one meeting where you know that the person is really good. Right. That's not going to help the relationship. Right.

And both sides, all people involved in the workplace need to be sensitive to how their colleagues are experiencing things. Right. And so maybe the best thing to do isn't to wear a certain T-shirt to the one on one meeting where you know that the person is really good. Right. That's not going to help the relationship. Right.

And I think if we think about it, like I don't expect all of us to flex the language of all seven. But if we're speaking each other's language a little bit more than we were the day before or an hour before, then that person can trust us a little bit. Because the reality is, Morgan, that we could have trust at 9 a.m. and one decision will impact that and erode trust by lunchtime. Right.

And I think if we think about it, like I don't expect all of us to flex the language of all seven. But if we're speaking each other's language a little bit more than we were the day before or an hour before, then that person can trust us a little bit. Because the reality is, Morgan, that we could have trust at 9 a.m. and one decision will impact that and erode trust by lunchtime. Right.

And I think if we think about it, like I don't expect all of us to flex the language of all seven. But if we're speaking each other's language a little bit more than we were the day before or an hour before, then that person can trust us a little bit. Because the reality is, Morgan, that we could have trust at 9 a.m. and one decision will impact that and erode trust by lunchtime. Right.

And so if we're just thinking a little bit more about, OK, I may not be sensitive to this, but the person I work with, they're going to need a little sensitivity from me. And so I just feel like if we're speaking a language that we both can understand, because sensitivity is, again, that's universal. Right. We all have a feeling involved in that.

And so if we're just thinking a little bit more about, OK, I may not be sensitive to this, but the person I work with, they're going to need a little sensitivity from me. And so I just feel like if we're speaking a language that we both can understand, because sensitivity is, again, that's universal. Right. We all have a feeling involved in that.

And so if we're just thinking a little bit more about, OK, I may not be sensitive to this, but the person I work with, they're going to need a little sensitivity from me. And so I just feel like if we're speaking a language that we both can understand, because sensitivity is, again, that's universal. Right. We all have a feeling involved in that.

And I just thought, OK, what if we put some kind of baseline markers for people, for humanity and respect in the workplace? Could we have a less toxic workplace?

And I just thought, OK, what if we put some kind of baseline markers for people, for humanity and respect in the workplace? Could we have a less toxic workplace?

And I just thought, OK, what if we put some kind of baseline markers for people, for humanity and respect in the workplace? Could we have a less toxic workplace?

Yeah, absolutely. I think that myself, there's been times where in my former life, I had managers that I wasn't sure that I could trust that they had my best interest in mind or that they cared about the trajectory of my career. And instead of saying, you know, I don't trust so-and-so, it's like, what is it that I really want from them? Because if I can articulate what it is I need, then...