Natalie Nixon

It's not enough to say no emails over the weekend, but then you are sending an email every now and then, or you're a little snappy or short with people if they don't respond at 10.30 PM at night or something like that.

I think we have to use our words.

We have to collectively and collaboratively, I think, design rules of engagement as a team.

For example, when I facilitate, I always start with rules of engagement, which are pretty lighthearted, like, you know, only blue sky thinking, but also some things that are pretty important, like actively listening.

And I always invite people in, what did I miss?

What do you want to make sure that we adhere to?

And I think the same bodes really well when you are leading a team, because when people have buy-in, they are much more likely to acquiesce.

They're much more likely to be engaged.

So setting some collective rules of engagement is really important.

And then.

You know, leadership is increasingly inside out work.

So it's making sure you practice what you preach.

And if you are taking care of yourself and attuned to your emotional recovery, in addition to the mental and physical, please be attuned to those with whom you're working.

If you see that people are struggling or they seem to be taking a lot of longer hours, ask questions.

I just had a conversation, Kim or with whom, just the other day,

Oh, it was just last night.

I was catching up with a friend over a cocktail.

And she was saying that there's someone who she would love to groom in her office because she's going to be moving on to take over the role.

But she notices that this person makes a lot of assumptions about the...

and interpreting people's behaviors.