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From YouTube: Live Speaker Series: Leah Weiss of Skylyte
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A
Hey
everyone,
thanks
for
being
here,
I'm
just
gonna,
give
it
another
15
or
20
seconds
or
so
before
we
get
started.
A
Okay,
well,
we'll
kick
it
off
now,
as
people
start
to
kind
of
flood
in
thanks
for
being
here.
Everyone
for
this
live
speaker
series
with
leah
weiss,
she's,
the
co-founder
of
skylight,
and
this
first
live
speaker
series
today
is
part
of
a
bigger
initiative
that
the
learning
and
development
team
is
hosting
this
week
called
well-being
week.
A
So
if
you
want
to
follow
along
with
the
other,
live
and
async
resources
that
we're
sharing
the
best
place
to
check
it,
all
out
is
in
the
well-being
dash
week,
slack
channel,
and
I
linked
that
in
the
meeting
agenda,
so
take
a
second
to
join
that
slack
channel.
So
you
can
get
updates,
I'm
probably
going
to
deprecate
that
channel
at
the
end
of
the
week.
So
it
won't,
you
know,
cause
any
noise
later
on,
but
it'd
be
good
to
follow
along
this
week.
A
So
yeah
we
have
a
live
speaker
series
today,
we'll
follow
the
same
kind
of
structure
that
we
always
follow
on
these
calls
after
this
quick
introduction,
leah
and
I
will
have
about
a
20
minute
or
so
fireside
chat
conversation
with
three
questions
that
are
already
in
the
doc
and
then
as
we're
chatting.
If
you
have
any
questions
that
come
up,
feel
free
to
add
it
to
the
doc,
because
we
will
have
time
for
an
open
q
a
at
the
end
and
I'll
just
link
the
dock
in
the
chat
too.
A
In
case
you
don't
have
it
open,
I
think
that's
all
I
have
before
we
get
started,
so
I'm
going
to
pass
it
over
to
leah
to
introduce
yourself
before
we
ask
the
first
question.
B
Good
morning
or
hello,
I'm
sure
it's
not
morning
for
some
of
you
folks,
it's
really
good
to
be
here
with
you
all.
I'm
very
excited
to
have
this
conversation
today.
Just
very
briefly,
a
little
bit
about
my
background.
B
I
have
been
working
with
the
compassion
center
at
stanford
for
about
a
decade
working
closely
with
the
dalai
lama's
interpreter
and
developing
that
kind
of
protocol
teaching
at
the
business
school
a
course
that
I
developed
around
purposeful
and
compassionate
leadership,
and
then
one
of
my
former
superstar
students
and
I
started
skylight
a
few
years
ago
and
we're
a
venture-backed
team
health
oriented
company
and
we,
our
vision,
is
to
I
think,
very
consistent
with
with
your
organization.
B
Our
our
vision
is
to
have
the
workplace
be
a
source
rather
than
a
depleter
of
energy
and
purpose.
So
really
looking
forward
to
hanging
out
with
you
all
this
morning,
it's
a
great
way
to
start
the
week
I
had
a.
I
have
three
young
kids
and
two
of
the
three
were
really
like,
not
feeling
the
go
to
school
thing
this
morning,
and
so
I
was
trying
to
have
the
conversation
about.
B
What
are
you
looking
forward
to
and,
and
what
makes
you
you
know,
what
gives
you
purpose
in
your
classroom
and
just
was
really
thinking
about
how
we
all
need
that
and
even
we're
tired
and
it's
tough.
We
need
that
resilience
to
know
why
and
to
care
about
the
people
we're
working
with
so
look
forward
to
exploring
that.
A
Yeah
thanks
leah
and
I'm
glad
leah,
and
I
got
a
couple
minutes
to
chat
before
we
started
this
call
today
and
that
kind
of
bigger
discussion
about
purpose
and
like
what
are
we
all
doing
here
at
work
at
get
lab
and
whatever
else
we're
doing,
I
think
is
becoming
a
more
common
conversation.
That's
happening
within
our
gitlab
community,
so
it's
cool
to
have
an
expert
like
you
to
be
able
to
talk
to
us
a
bit
more
about
it.
A
So,
thanks
for
being
here
thanks
for
having
me
so
this
first
question
that
I'll
ask
is
this:
to
kind
of
get
us
started
about
thinking
about
well-being
and
burnout
from
your
experience
working
with
teams?
B
B
The
the
ways
that
people
try
to
navigate
burnout
come
back
to
individual
approaches
and
the
fact
is
you
know
I
am
the
biggest
proponent
of
mindfulness.
There
is
in
the
world
I
spent
10
years
doing
100-day
and
6-month
meditation
retreats,
I'm
all
about
it,
and
we
can't
yoga
and
meditate
our
way
out
of
burnout
because
they're
not
problems
that
are
caused
at
the
individual
level.
They're
interactive
problems.
B
So
I
think
the
first
thing
that
if
you
take
away
kind
of
one
point
from
from
me
today-
and
this
is
echoed
through
the
research,
if
you
look
at
the
billions
of
dollars
spent
on
workplace
wellness
programs-
and
you
look
at
meta-analyses
of
studies
of
all
the
studies
coming
out
of
places
like
harvard
what
you
see
is
that
they
don't
work
at
the
individual
level.
B
So
the
things
we're
trying
to
solve
with
these
billions
of
dollars
being
spent,
they
don't
make
us
healthier
individually
and
they
don't
improve
the
organization's
kpis,
so
the
whole
thesis
behind
what
we're
trying
to
do
with
our
work
is
say:
okay,
so
how
do
we
approach
this
at
the
team
level?
And
then
you
get
to
a
very
different
conversation,
so
one
of
the
biggest
issues
with
burnout
is
we
don't
see
it
when
we're
the
one
going
through
this?
B
I
know
this
is
true
of
my
personal
experience,
students,
leaders,
I've
worked
with
where
we
become
like
the
proverbial
frog
in
the
pot
where,
day
by
day,
we
kind
of
lose
track
of
ourselves.
The
things
we
used
to
do
that
used
to
bring
us
joy
that
used
to
be
our
self-care
strategies.
They
fall
away
and
usually
the
first
people
who
notice
it
are
our
family
or
loved
ones,
and
our
teammates
right,
because
we
see
the
person
becoming
more
cynical,
more
difficult,
more
disconnected.
B
B
We
can
address
them
at
the
team
level
and
take
the
onus
off
of
the
individual
and
once
you're
burning
out.
The
last
thing
you
feel
like
you
have
is
energy
or
agency
to
change
your
your
state
of
affairs.
So
you
really
need
at
that
point
to
have
you
know
a
team
that
has
mutual
self-awareness.
You
know
each
other,
you
care
about
each
other.
You
know
your
purpose,
your
triggers
your
sense
of
community
psychological
safety,
but
then
those
all
like
move
over
into
autonomy.
B
So
you
get
that
right,
balance
in
your
team
of
support
and
connection,
because
nobody
wants
to
feel
all
on
our
own
in
our
work
and
our
problem
solving,
and
but
you
also
get
that
balance
between
support
and
not
being
overly
micromanaged
right
like
we
need
something
in
the
middle
there
and
that
looks
different
depending
on
what
we're
working
on,
depending
on
how
we're
where
we're
at
so
that's
a
team
level
question
and
then
the
other
huge
predictor
of
burnout
that
we
need
to
address
is
is
structured
rest
and
it's
one
thing
to
tell
people
take
your
vacation
unplug,
but
if
you're
in
the
midst
of
a
team
in
a
culture
that
expects
you
to
be
always
on,
you
can't
right.
B
B
A
We
talk
a
lot
at
get
lab
about
rest
and
I
think,
like
it
depends
a
lot
probably
on
the
team
that
you're
on
the
kind
of
rest
that
you
take
whether
or
not
it's
rest
that
you're
taking
throughout
the
day
or
actual
like
pto
that
you're
taking
and
whether
or
not
you're
actually
unplugged
from
work
during
pto
or,
if
you're,
checking
in
on
things
while
you're
gone.
A
But
one
thing
that
I
wanted
to
touch
on
about
what
you
were
saying
about
the
like
connected
piece
and
how
important
that
is.
I
don't
think,
there's
an
answer,
not
looking
for
an
answer.
I
guess
from
this,
but
I
think
at
gitlab.
A
We
have
a
really
unique
experience
with
that,
since
we
are
all
remote
and
there
is
so
much
to
gain
from
being
remote,
but
there's
also
a
lot
that
is
very
different
and
things
that
you
might
notice
of
someone
who
you
pass
by
in
their
office
or
or
just
in
a
shared
space
that
you
have
to
find.
B
No-
and
this
is
very
much-
I
think,
you're
right-
there's
no
one-size-fits-all
answer
to
that
in
part
because
each
of
the
people
in
this
conversation
now
we
all
it
means
something
slightly
different
to
each
of
us
to
feel
connected
to
someone
else
right.
So
how
could
there
be
one
answer?
But
I
think
about
this
a
lot
just
because
I
think
it's
part
of
the
zeitgeist
and
also
when
I
made
the
choice
to
move
my
family
to
portland
oregon
a
few
years
ago.
B
I
was
basically
making
the
choice
to
to
crack
this
nut
in
some
way
or
to
practice
with
it
or
test
it,
and
it
is
really
interesting.
B
I
just
had
our
chief
of
staff
lives
in
new
york
and
I
just
met
her
for
the
first
time,
she's
been
working
with
us
for
almost
a
year
and
she
just
came
out
to
portland,
so
we
could
work
together
and
in
you
know,
it's
interesting
to
kind
of
reflect
on,
of
course,
there's
additional
layers
that
you
get
when
you
work
with
people
in
person,
but
I
I
did
feel
like.
I
had
a
really
good
sense
of
this
person.
I
think
she
had
a
good
sense
of
me.
B
We
have
to
prioritize
like
being
a
little
bit
off
the
off
agenda,
sometimes
in
this
right,
because
it's
in
the
the
vignettes,
it's
in
when
you
take
a
minute
to
talk
about,
what's
going
on
for
you
emotionally
or
how
you
spent
your
weekend
or
what
you're
anxious
about
with
the
holidays,
like
that's,
how
we
know
each
other
or
what
you
cooked
for
you
know
the
weekend,
and
so
those
you
know,
building
that
habit
and
making
that
part
of
what
you're
all
realizing
is
is
just
as
important
as
the
work,
but
then
you're
always
titrating
it,
because
how
much
is
the
right
amount?
B
What
frequency
you
do
have
to
get
stuff
done
and
I
think
we're
all
you
know
thinking
a
lot
about
that.
There's
a
lot
of
hacks
to
addressing
this
one
of
the
areas
I'm
really
curious
about
is
for
those
of
us
who
are
less
kind
of
extroverted,
or
it's
less
like
natural
to
have
some
of
these
self-disclosing
conversations
like
what
does
it
look
like
to
create
structures
for
for
those
folks
to
feel
part
of
a
community?
B
But
I
think
asking
the
question
like
you're
doing
is
a
big
part
of
it
and
asking
people
on
your
team.
You
know
and
democratizing
rotating
out
who's
doing
the
check-ins
like
we
we've
found
that
that's
been
really
fun
in
our
team
that
we
have.
You
know
such
different
styles
of
check-ins,
that
different
people
put
together
for
our
all
hands
each
week
and
that's
been
a
really
cool
way
to
just
see.
There's
so
many
different
ways
to
navigate
this
and
different
kinds
of
comfort
and
different
experiences
that
come
forward.
A
A
B
So
we
put
this
as
part
of
the
self-awareness
pillar
for
team
health
and
when
we
talk
about
self-awareness,
there's
kind
of
two
layers
because
we're
talking
about
it
in
a
team
context,
so
one
is
each
of
us
as
humans
has
a
set
of
values,
has
a
vision
or
visions.
Plural
around
what
what
kind
of
impact
we
want
to
have
on
the
world?
B
What
makes
our
lives
feel
meaningful,
but
when
we
share
that
with
the
people
we're
working
closest
with
who
we
spend
most
of
our
time
with,
I
think
it's
really
helpful
to
think
of
it
as
our
work,
family
and
and
even
when
it's
tricky
and
and
there's
you
know,
funkiness,
that's
the
technical
term
to
relationships.
B
So
sharing
as
much
as
we
can
so
there's
a
bunch
of
different
exercises,
and
you
know
I'm
happy
to
share
them
with
you,
samantha
that
I've
developed
out
of
the
the
literature
base,
there's
a
number
of
researchers
at
stanford
and
beyond
that
I've
worked
with
for
years.
Who
who
do
this
work
around
purpose?
So
there's
kind
of
two
approaches:
one
is
the
bottom
up
which
is
really
looking
at
as
we
go
through
our
day.
What
energizes
us?
What
brings
us,
meaning?
B
Where
are
we
feeling
a
sense
of
connection,
unpacking
that
to
get
more
clarity
about
our
purpose
and
values
and
then
there's
kind
of
the
top
down
like
using
your
rational,
using
your
experience
in
life
to
to
narrate?
This
is
what's
important
to
me,
be
able
to
articulate
it
if
we
can
share
that
with
one
another,
that's
really
important.
But
what
that
actually
does
is
that's
the
foundational
step.
Then
we
need
to
learn
how
to
like
use
that.
B
B
So
in
the
literature
we
we
talk
about
jobs,
careers
and
callings.
If
you
have
a
job,
you
look
at
your
work
as
exchange
for
money.
If
you
have
a
career,
you
look
at
your
work
as
a
way
to
build
out
your
cv.
Your
skill
set
your
connections.
You
can
kind
of
you
know,
increase
over
time,
let's
say
and
then
a
calling
is
a
sense.
Your
work
makes
the
world
a
better
place
and
you're
part
of
something
bigger
than
yourself.
B
That's
important
in
people
who
have
a
calling
they
have,
they
do
a
lot
of
what
we
call
extra
role
behaviors,
so
things
that
are
not
part
of
your
core
job
description
but
bring
you
purpose.
So,
like
one
study
with
hospital
janitors,
they
the
interviews,
show
people
and
job
they're
they're,
supporting
their
family
career
they're,
looking
to
build
up
to
become
a
facilities
manager,
calling
they
see
themselves
as
an
instrumental
part
of
the
care
team,
because
if
they
don't
do
their
job
well,
infection
will
spread
and
people
will
die
right.
B
If
you
have
a
calling
what
you
saw
in
those
folks
is,
they
were
much
more
likely
to
do
these
extra
role
behaviors,
so
they
were
the
ones
who
had
forged
relationships
with
patients
in
the
middle
of
the
night.
They
were
the
ones
who
would
keep
in
touch
or
show
up
at
a
funeral
even
like
they're,
incredible
stories
from
the
calling
group
and
there's
something
that
we
all
need
to
learn
from
that.
So
what
are
we
doing
in
our
roles?
B
That
may
not
be
part
of
our
core
job
description
that
are
our
touchstones
with
what
really
light
us
up
and
you
this
is
important.
This
is
why
I'm
saying
the
values
and
the
purpose
start
precede
this
conversation,
because
we
can't
just
do
that
on
our
own.
I
can't
say
cool
now,
I'm
I
love
like
you
know,
I'm
here
as
a
content
person,
and
but
I
want
a
code
that
would
bring
me
passion
like
I
don't
get
to
just
change.
What
I'm
doing.
B
First
of
all,
I'm
like
woefully
ill-equipped
to
do
anything
technical
like
that
so
it'd
be.
Nobody
would
want
to
pay
me
to
spend
all
my
time
there,
but
maybe
what
I
could
do
is
get
a
foot
in
that
door
and
say
I'd
really
love
to
sit
and
find
a
meeting
that
we
could
identify
on
a
technical
side
that
I
could
sit
in
on
once
a
week
and
start
just
learning
listening
to
the
language
hearing
about
the
processes.
B
That
kind
of
thing.
So
that's
why
the
team
part
is
so
critical,
because
if
we
know
what
one
another
lights
up
with,
we
can
support
one
another
and
then,
if
you're
managing
other
people
I'd
say
this
becomes
a
really
critical
part
of
your
work.
Do
you
know
their
life
story?
Do
you
know
their
values?
Do
you
know
why
they
care
about
what
they
care
about?
B
Do
you
know
how
they
ended
up
where
they
are,
and
do
you
know
what's
not
fulfilling
to
them
about
that,
so
you
can
support
them
in
at
first
dipping
a
toe
in
and-
and
I
think
this
is
the
part
that
gets
really
exciting
over
time
because
you
dip
a
toe
in
and
then
you
learn
and
you
process
that
learning
and
make
sense
of
it
for
yourself,
often
in
conversation
with
others.
So
this
is
where
the
purpose
becomes
like
an
ongoing
cultural
practice
team
by
team
that
we
can
all
do
forever.
That
brings
us.
B
A
A
I
think
that
if
we
follow
that-
and
we
encourage
that,
there's
a
huge
opportunity
for
team
members
to
do
what
you
were
saying
if
they
want
to
learn
this
more
technical
skill,
set,
there's
opportunities
to
join
meetings
or
to
shadow
or
internship
with
teams,
so
that
you're
learning,
while
you're
here
and
finding
a
role
that
maybe
gets
at
that
career
or
maybe
you're
at
the
job
kind
of
pillar.
And
you
can
find
one
that
gets
the
career
pillar
or
the
calling
pillar.
A
C
Yeah,
so
I'm
an
ebook
and
audiobook
bottom
feeder.
I
have
chirp
and
book
bub
and
they
always
highlight
books,
and
so
this
one
caught
my
eye
by
barry
sports.
I
think
it
is,
and
so
I
was
delighted
to
learn
those
nuances
you
were
just
talking
about,
because
I
feel
they
it's
a
massive
reflection
of
how
I
feel
about
work
and
so
and
and
when
I
interact
with
others,
there's
also
this
kind
of
presumption.
C
It
seems
like
in
business
that
everyone
should
be
shoved
into
missional
category
or
that
they
are
all
going
to,
but
in
the
in
the
audiobook
it
wasn't
that
way.
It's
like
you
know
it's
okay,
if
some
folks
aren't
going
to
be
missional,
but
if
the
environment
supports
it,
those
who
are
can
do
it
and
then
also
not
turn
around
and
make
others
feel
inappropriately
if
they're
not
motivated
that
way.
So
I
just
found
it
really
really
great
and
really
backs
up
what
you're
saying
so
much.
Thank
you.
B
I'm
so
glad
to
hear
that.
Well,
I
think
it
becomes
really
an
important
question.
You
know,
too
that
if
you
create
an
environment
where
people
can
show
up
to
something
new
and
learn
and
ask
questions
and
not
feel
afraid
to
look
stupid,
that
you
have
a
growth
mindset
on
all
of
this.
It
goes
a
really
long
way
and
and
then
to
your
point
about
how
important
it
is
to
to
be
able
to
allow
for
different
perspectives
on
career.
B
Maybe
something
in
our
personal
life
is
taking
all
of
our
emotional
energy
and
we
need
our
job
to
not
draw
everything
out
of
us,
and
there
could
be
another
phase
later,
where
our
our
job
can
be
much
more.
You
know
centered
in
our
lives,
our
emotional
attention
and
so
forth.
A
Okay,
thanks
for
that
leah,
I
have
one
more
question
to
ask
leah
too,
but
before
I
do,
I'm
just
going
to
remind
everyone
on
the
call.
If
you
have
any
follow-up
questions
or
things
you
want
to
ask
lia,
you
can
put
them
to
the
bottom
of
the
agenda
and
then
we'll
go
into
those
after
this
question
so
leah.
This
last
question
and
I
think,
based
on
our
this
conversation,
we're
having,
I
might
reword
it
just
slightly.
A
Originally,
I
was
going
to
ask
you
about
like
what
strategies
team
members
can
use
in
the
moment
when
they
feel,
like
maybe
they're,
being
pulled
in
too
heavily
in
one
direction,
whether
that's
like
expectations
that
they
have
of
someone
else
or
priorities
from
someone
else
or
priorities
they
put
on
themselves
or
their
own
feelings
of
burnout.
A
And
I
wonder
if
maybe
I
can
ask
you
instead
about
like
strategies
that
team
members
can
use
to
kind
of
help
identify,
maybe
which
one
of
those
pillars
they're
in
and
then
if
they
want
to
move
to
a
different
one
of
those
pillars,
you
know
maybe
they
wanted
like
darwin
was
saying,
if
you're
comfortable
in
your
job
being
a
job,
then
that's
great,
and
if
you
don't
want
to
move
out
of
that
job
category,
then
that's
your
choice.
A
B
Yeah,
so
I
think
I
think
it's
really
good
to
level
set
that
any
perspective
is
valid
in
in
this.
I
think
one
of
the
issues
that
often
happens
is
people
are
talking
past
each
other
like
if
I'm
coming
into
my
work
and
I'm
so
much
in
a
calling
perspective,
and
I'm
assuming
that
of
someone
else
and
they're
like
actually
not
there
they're
thinking
of
this
as
a
career,
let's
say
it's
a
great
opportunity
and
they're
learning
a
ton
and
they're
happy
to
be
here,
but
it's
not
their
end-all,
be-all.
B
B
You
know
times
in
terms
of
time,
and
we
listen
to
the
person's
story,
and
I
like
to
do
this
in
groups
of
three.
So
let's
say
that
dante
and
samantha-
and
I
were
in
in
a
small
group.
Each
of
us
would
do
our
life
in
nine
minutes
broken
into
sections
of
three.
So
the
first
third
of
our
life
chronologically,
the
second
third,
the
third
third.
B
So
if
I
was
sharing
my
life
story
in
this
nine
minute,
segment,
samantha
and
dante
would
be
listening
to
me,
but
also
jotting
down
the
implicit
values
that
they
hear
and
how
I'm
describing
my
life
in
different
phases
of
my
life
and
at
the
end
of
the
nine
minutes,
they
share
back
what
they
heard
from
me,
and
I
can
respond
to
them
like.
Oh,
that
really
resonates
that
one.
I
haven't
thought
about
that
way
that
doesn't
resonate
or
I
want
to
give
that
some
more
thought.
B
It
becomes
a
way
also
of
getting
a
sense
of
like.
Where
did
you
come
into
this
work
from
and
what
motivates
you?
So,
even
if
we're
in
a
perspective
of
a
job
with
this
particular
work,
we
all
have
purpose
and
calling
somewhere
in
our
lives.
So
when
we
listen
to
this
life
story,
it
might
be
okay.
This
this
job
is
a
job
for
the
person
but
in
their
community
in
their
church,
in
their
synagogue
in
their
social
justice.
Activism.
B
That's
where
they
find
this
like
strong
sense
of
purpose,
so
that
still
becomes
an
important
way
to
connect
with
that
person,
or
maybe
it's
cooking
or
gardening,
or
hiking
in
the
outdoors,
so
really
knowing
each
other
and
in
staying,
curious
and
asking
so
the
self-awareness,
work
and
purpose
and
mutual
awareness,
I
think,
is
it
has
to
be
an
ongoing
conversation.
I
mean
we
have
to
think
of
our
our
work:
families
like
our
our
core
community
and
our
families.
You
know,
if
you
have
a
partner
or
spouse,
you
keep
working
on
that
relationship.
B
The
work
never
ends
so
so
too.
We
need
to
do
that
with
our
work
relationship,
so
staying
curious
about
what's
happening
in
someone's
life,
how
they're
experiencing
it
and
and
also
trusting
you
know
that
you
need
to
ask
questions
about
what
is
how
to
discuss
it,
because
people
have
different
comfort
levels,
one
kind
of
side
thought
and
then
I
will
stop
talking.
I
think
you
know
it's
it's.
B
So
if
you
know,
let's
say
real
life
example
right
now,
my
mother's
going
through
cancer
treatment,
so
I
the
my
team,
knows
and
I've
you
know
talked
to
everybody
about
what's
happening,
but
my
level
of
comfort
with
this
is
very
different
than
another
person's
would
be.
We
have
another
person
on
our
leadership
team
who
is
also
going
through
a
lot
of
personal
health
stuff.
He
doesn't
want
to
talk
about
it
and
that's
also
a
hundred
percent
fair,
appropriate.
B
You
know
his
right,
so
compassion
in
the
workplace
doesn't
necessarily
mean
that
everybody
has
to
show
up
like
I
am,
or
I
just
you
know,
share,
what's
happening
a
hundred
percent.
It
means
knowing
is
the
person
suffering.
What
for
them
would
feel
supportive
and
like
an
act
of
caring
and
and
then
proceeding
accordingly.
So
again,
like
communication
is
everything
because
you
can't
know
what's
happening
in
their
life
or
how
they
want
to
be
supported.
B
Yeah
exactly,
and
I
think
leaders
should
lean
into
as
much
transparency
as
they
can
muster,
because
I
do
think
setting
a
tone
when
you're
a
leader
for
destigmatizing
struggles
with
mental
health
or
health
or
burnout.
That
is
really
important
and
I
think
that's
been
one
of
the
silver
linings
of
covid
in
many
contexts,
leaders
are
stepping
up
and
sharing
more
about
their
current
or
past
struggles
in
life
and-
and
I
think
you
know
not
to
put
too
much
of
a
pressure
on
them.
A
Yeah-
and
I'm
glad
you
said
that,
because
I'm
going
to
call
out
a
resource
that
I'm
sharing
later
on
during
this
well-being
week
in
slack
and
it's
a
I
did
an
interview
with
myself
and
sid,
our
ceo
and
a
few
other
leaders
at
get
lab,
and
one
of
the
questions
that
I
asked
was
to
share
your
experience
with
imposter
syndrome
and
all
three
of
the
people
I
was
interviewing.
Their
responses
were
like
really
vulnerable
and
heartfelt
and
on.
I
think,
it's
thursday.
A
It's
going
to
post
in
the
well-being
week
slack
channel,
but
it's
like
a
snippet
of
sid's
story,
and
I
thought
that
it
was
really
powerful
to
hear
him
speak
about
his
own
experience
with
imposter
syndrome.
And
I
think
that,
like
hearing
that
from
ceo
of
the
company
that
you
work
for,
is
you
know
kind
of
changes
how
you
think
about
it
and
changes
your
experience
with
it,
at
least
when
you're
working
here.
B
A
I'm
gonna
see
that
yeah.
No,
I
bet
well
thanks
so
much
leah,
I'm
looking
at
the
doc
and
I
don't
see
any
questions
in
the
participant
questions
section,
but
I
just
want
to
open
it
up
in
case
a
last
minute.
One
has
come
up
that
anyone
wants
to
verbalize.
A
And
if
there
aren't
that's
totally
fine
too,
what
I
can
do
is,
if,
like
one
comes
up
later
on
for
you
and
you
want
to
add
it
to
the
doc
and
tag
me
in
the
doc,
feel
free
to
do
that
and
then
leah.
I
can
shoot
them
over
to
you
via
email
or
you
can
check
the
doc
too.
In
case
you
would
want
to
respond
asynchronously,
but
otherwise,
if
there's
no
more
questions,
we
can
wrap
up
early
want
to
respect
everyone's,
probably
very
busy
week
or
two
weeks
leading
up
to
the
end
of
the
year.
A
So
thanks
so
much
for
being
here
leah.
This
was
a
really
great
conversation,
so.