Natalie Nixon

I interviewed 58 people for the book.

I was very interested in how people...

current state are integrating breaks, micro breaks throughout the day, but also scaling it out to sabbatical.

So I was really, it was really cool to interview people who are for nonprofit organizations, tech companies that are granted a sabbatical every five years.

The challenge is that not everyone takes the company up on that offer because it's not always modeled by leadership, right?

So, so much of these shifts in behaviors are, um,

They're low hanging fruit.

It's actually not a big leap or shift necessarily to make it what to make these changes in movement and movement hygiene and backcasting and forecasting for thought or an intermittent rest, whether it's talking about a day, a week or a whole year.

But it's about how it's modeled in leadership, how we think about hiring and retaining practices, how we think about key performance indicators.

And in the book, I write about.

Where do you start?

You start with key KPEs or key performance experiences.

And you start by prototyping.

You know all about prototyping.

You can prototype not just products, but you can prototype experiences and services.

So you don't have to throw the baby out the bathwater and say, we're not going to run any of our meetings in the same way.

No.

What is

one monthly or every other week sort of meeting that you could switch up and who leads the meeting?

How do you begin it and end it?