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From YouTube: Inclusion Training
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A
A
So
who'll
be
helping
out
with
today's
call.
You
already
met
me
and
then
Candice
is
our
diversity
and
inclusion,
partner,
and/or
manager,
and
she
will
be
running
through
the
content
for
us
today
and
she
is
our
subject
matter
expert
here
at
get
abs,
so
we'll
probably
be
able
to
answer
a
lot
of
your
questions
as
well,
and
then
some
hey
are
chief
people
officer,
helped
design
this
call
or
this
session,
so
I
will
go
ahead
and
pass
it
over
to
Candice
to
start
us
off
on
the
content.
Welcome.
B
Everyone
thank
you
for
taking
time
out
of
your
schedules
to
attend,
hopefully,
you'll
be
able
to
take
this
and
have
some
great
takeaways.
There
are
three
things
that
we
want
to
make
sure
you
get
out
of
this
session.
One
is
our
position
on
diversity
and
inclusion,
and
specifically,
what
inclusion
means
here
at
get
laugh.
We
want
to
make
sure
the
part
you
understand
the
part
you
have
in
creating
and
sustaining
an
inclusive
environment
here
at
get
lamp.
We
also
want
to
make
sure
that
you
understand
the
behaviors
that
result
in
being
inclusive.
B
One
of
the
things
that's
fundamental
to
the
success
not
only
with
gitlab,
with
with
any
environment
where
you're
trying
to
create
inclusiveness
is
with
understand
that
we're
all
responsible
for
creating
and
maintaining
that
here
we
get
lab,
but
also
that
you
should
feel
empowered.
It's
not
any
single
person's
responsibility.
It's
not
mine.
It's
not
JC's!
It's
like
chief
people
officers,
which
is
everyone's.
We
want
to
make
sure
that
everyone
feels
empowered
to
speak
up,
that
everyone
feels
empowered
to
be
a
part
of
the
movement
so
that
everyone
feels
empowered
to
contribute
as
well.
B
When
you
think
about
all
the
differences
that
we
each
hold
like
how
we
grew
up
where
we
went
to
school
the
experiences
we
have,
how
we
react
to
certain
environments
or
certain
stimulus,
our
age,
a
race,
our
gender
national
origin,
a
lot
of
things
that
we
can
see
and
that
we
can't
seem
like
whether
it's
neuro
diversity,
someone
on
the
spectrum,
bipolar
anxiety
order
disorders.
There
are
a
lot
of
the
things
you
can
and
can't
see.
B
So
people
automatically
think
sometimes
that
it's
black
or
white
or
just
by
race,
but
there's
so
many
things
that
make
us
up.
Inclusion
is
the
piece
where
you
think
about
all
the
diversity
aspects
of
someone
and
you
decide
to
yourself.
You
know
I'm
gonna
still
invite
them
to
be
a
part
of
the
party
is
understanding
and
recognizing
the
differences
and
still
finding
the
way
to
collaborate
with
someone,
despite
all
the
things
that
make
them
up.
B
And
when
we
think
about
what
inclusive
behaviors
feel
like
and
what
they
look
like,
have
you
ever
had
a
moment
where
you've
been
given
the
cold
shoulder
for
some
reason,
or
maybe
you
may
be
interpreting
that
you're,
given
the
cold
shoulder
or
something
happens
when
you
feel
excluded
to
a
degree?
Well,
we
think
about
the
behaviors
and
what
they
look
like.
These
will
help
us
manage
those
so
that
we
think
about
what
can
we
do
to
make
the
environment
better
or
how
can
we
look
inward
and
ourselves
to
make
sure
that
we
are
being
inclusive?
B
B
We
have
different
countries
represented
so
when
you
think
about,
if
you're
working
on
a
project
or
you're
thinking
about
things
that
you're
trying
to
build
out,
you
know
it's
automatic,
sometimes
that
you
gravitate
towards
someone
that
looks
like
your
work
function,
someone
for
example,
in
people,
ops,
where
I
sit
or
someone
in
engineering.
You
may
gravitate
to
someone
engineering
we
think
about.
How
do
you
want
things
to
be
innovative,
and
you
want
to
include
other
inputs,
then
try
to
seek
those
outside
of
your
backgrounds.
B
Think
about
that
as
soon
as
you
try
to
build
out
coffee,
chats
and
you're
trying
to
build
out
a
project.
Have
those
initial
conversations
active
listening
is
another
piece
where
we
want
to
listen
carefully
to
the
person
speaking
and
play
back
what
they
said
in
an
effort
to
show
understanding.
I,
don't
know
about
you,
but
I've
had
times
where
I
have
been
in
a
discussion
with
someone
or
talking
and
then
on
the
back
of
my
mind.
B
I
may
be
thinking
about
what
I
want
to
tell
them
this
next
sentence
or
I
want
to
make
sure
they
understand
what
I
mean
by
this,
and
so
sometimes
we
may
forget,
and
we
may
block
out
and
not
have
an
opportunity
to
really
be
actively
listening
because
we're
we
have
our
own
personal
point
or
agenda
we
want
to
get
across.
So
the
active
listening
is
really
key
in
one
of
the
behaviors.
So
come
take
a
moment
to
playback
what
someone
has
said
to
you
in
an
effort
to
show
understanding
and
in
hand
with
that.
B
You
want
to
make
a
habit
of
asking
questions
when
we
think
about
asking
questions
and
not
just
probing
but
really
asking
questions
to
find
out.
What
more
can
we
learn
from
this
situation?
And
if
you
have
a
strong,
Chintu
someone,
you
want
to
ask
yourself
why
you
want
to
take
a
moment
and
look
inward.
So
for
me
there
are
a
lot
of
times
where
I
may
have
past
experiences
and
other
companies
or
your
personal
life
may
kind
of
roll
over
into
work.
B
Sometimes
you
may
be
having
a
good
day
bad
day,
and
you
take
a
moment.
You
may
react
and
you
may
think
to
yourself.
Well,
I
probably
should
react
to
that
way
or
you
may
feel
a
woman
to
say
well.
Why
do
I
feel
this
way?
So
if
you
can
take
a
moment
sometimes
to
take
a
step
back
and
look
inward,
it
can
be
very
helpful.
B
Another
inclusive
behavior
is
to
address
misunderstandings
and
quickly
resolve
disagreements.
I
know
here
at
work.
We
get
really
busy
sometimes,
and
you
don't
have
time
always
to
what
I
have
these
crucial
conversations.
But
if
you
wanna,
if
you
take
the
approach
to
address
things
quickly,
you
won't
have
someone
feel
excluded,
because
there's
gonna
always
be
that
awkward
tension.
Until
you
have
a
chance
to
talk
about
it,
you
want
to
make
a
point
to
understand
each
team
members
contribution
efforts
and
leverage
them
as
much
as
possible.
B
I
have
been
in
team
environments
where
someone
may
not
be
as
vocal
as
the
next
person
and
so,
but
they
contribute
in
the
way
that's
unique
to
them.
So
if
you
have
the
ability
to
be
able
to
kind
of
hone
in
on
that
and
think
about
those
that
are
on
your
team
or
in
a
group
discussion
or
order,
call
and
say
to
yourself,
you
know,
I
really
want
to
make
sure
that
these
contributions
from
this
individual
understood
this
person
has
done
a
great
deal
of
work.
I
want
to
speak
to
them.
What
they've
done?
B
Thank
you
to
this
person.
It
really
goes
a
long
way.
In
that
same
respect,
we
want
to
think
about
all
roses
being
heard
to
include
everyone
as
much
as
possible
in
discussions
so
to
the
point
of
someone
who
is
maybe
really
quiet
or
nothing
quiet,
but
she
may
choose
not
to
want
to
get
involved
in
every
discussion
or
a
lot
of
them.
You
want
to
make
sure
that
we
have
an
opportunity
to
say
hi,
you
know
Thomas,
you
know
what
is
your
viewpoint
on
this
or
hi
Nadya?
What
do
you
think
about?
B
You
know
this
particular
issue,
and
sometimes
people
may
not
even
have
an
opportunity
to
address
it.
So
just
taking
a
moment
to
include
them,
it
really
goes
a
long
way
in
our
behavior
and
this
isn't
the
end
of
it.
The
exists
can
be
exhaustive,
but
we
want
to
assume
positive
intent
and
our
assumptions
and
judgments,
and
so
when
we
think
about
that,
we
want
to
think
about.
B
Sometimes
I
can
give
an
example
of
how,
when
I
was
working
at
a
past
company
I
was
speaking
to
a
group
and
in
the
process
of
speaking
that
there
was
an
individual
in
the
group
and
she
would
jot
down
notes
and
then
she
would,
you
know,
put
her
head
up
and
jot
down
additional
notes
and
what
I
noticed
is
when
I
spoke,
as
opposed
to
other
people
that
were
speaking,
she
would
stop,
and
so
immediately.
I
thought
I
wonder
why
she's
not
running
down
or
capturing
what
I'm
saying.
B
But
my
assumption
was
that
you
know:
let's
try
not
to
judge
even
in
this
Dean
diversity
inclusion
seat,
but
it
made
me
think
what
is
the
reason
later
on
learning
that
this
individual
was
kind
of
hearing-impaired
in
some
spots,
and
so
therefore
she
couldn't
hear
everything
and
so
I
had
to
slow
down.
So
she
could
read
my
lips.
So
that's
an
example
of
how
we
want
to
assume
positive
intent
and
not
always
be
so
quick
to
judge
there's
a
link
at
the
bottom.
B
B
C
B
Hi
everyone-
hopefully
you
all
had
some
really
really
really
good
conversations.
I
know
in
the
group
I
was
in.
We
did
so
much
so
that
I
kind
of
lift
some
sentences
out.
Hopefully
our
spokesperson
will
will
be
able
to
summarize
I
wanted
to
take
a
minute
and
we
can
start
at
the
top
instead
of
skipping
around
we,
you
know
just
kind
of
go
through
and
get
some
feedback
from
each
group.
B
D
One
thing
that
a
few
folks
said
was
really
after
you
know,
don't
interrupt
the
manager,
but
as
soon
as
the
manager
finishes,
whatever
they're
calm,
you
know
comment
that
they
say
circle
back
to
say:
Zoe,
say:
hey,
Zoe,
you're
saying,
and
you
know
or
ask
for
a
question
about
says
she
has
a
chance
to
speak
up
and
a
lot
of
times
that
might
even
bring
it
to
the
attention
to
the
the
manager
that
they
they
interrupted.
They
may
not
have
you
know
even
gun
an
on
purpose
or
realize
what
they
had
done.
D
Another
thing
that
came
up
is
you
know,
since
since
here
at
gate
lab
we
should
always
praise
in
public
and
then
correct
somebody
in
private,
maybe
after
that
meaning
and
we
have
a
one-on-one
session
with
your
manager
speak
up
at
that
point
and
say:
hey
you
know,
I
know.
Zoe
has
wanted
to
try
to
contribute
a
lot
more,
but
during
last
meeting
when
she
did,
you
know
you
interrupted
her,
which
might
prevent
her
from
doing
that
again
in
the
future.
D
D
One
other
question
that
came
up
is,
you
know
we
say
praise
in
public
correct
in
private,
but
we
also
make
a
point.
You
know
in
other
places
in
the
handbook
of
saying,
if
you
see
something,
say
something
and
correct
it
right
away.
So
how
do
you
balance
that
in
these
types
of
situations,
when
is
it
appropriate
to
definitely
do
something
one-on-one
versus?
When
might
it
make
sense
to
just
be
well.
B
That's
a
great
call
out,
so
thank
you
for
summarizing
your
group
first
of
all,
and
thank
you
for
referencing
the
tools
that
we
have,
which
is
to
think
about
it
from
the
two
things
that
you
brought
up,
see
something
say
something
versus
as
well
as
praise
in
public,
correct
and
private
I.
Think
when
we
think
about
the
balance.
That
is
one
of
those
things
where
you
think
about.
When
is
that
you
know
appropriate
as
such.
B
So
if
someone
is
rude,
for
example,
I
feel
like
there
are
times
when
you
have
to
see
something
say
something
at
that
moment:
I
feel
like
there's
that
kind
of
choose
your
battle,
not
to
let
that'll
go
at
all.
But
to
say
you
know
with
someone
you
know
it's
not
I'm
the
meter
who's
decided
on
whose
route
or
not.
But
you
know
if
someone
is
just
too
literally
mean
and
ill
spirited
to
call
it
out
at
that
moment.
B
But
if
it's
something
that
can
wait
so
behind
closed
doors,
to
have
a
conversation
to
wait,
I
think
this
is
also
an
opportunity
for
us
and
myself
to
kind
of
take
a
look
at
the
handbook
to
say
what
is
some
additional
worrying
that
we
can
use
to
support
what
this
may
be.
So
thank
you
for
that
breakout
group,
for
who
is
your
spokesperson
for
afraid
to
speak
up.
E
E
Why
don't
you
finish
what
you
were
talking
about
kind
of
just
accepting
what
the
manager
did,
but
then
going
back
to
what
Zoe
said
and
I
think
that
could
help
it.
The
manager
balance
you're,
not
critic,
critiquing,
someone
in
public
but
you're,
just
helping,
so
it
kind
of
being
in
the
group
as
well.
We
also
manage,
like
maybe
discussing
it,
one
on
one
with
our
manager,
but
that
again
the
power
balance
would
leave
us
a
little
bit
of.
E
How
do
you
do
that
without
pointing
fingers
so
much
as
an
observer
or
puddings
away
in
a
spot
where
they
could
think?
Like?
Oh
so,
a
complaint
about
me
and
then
one
of
our
group
members
had
this
happen
to
them
and
didn't
say
anything
at
the
time
because
they
didn't
know
the
people,
yet
they
were
new
and
get
laughs,
and
so
that's
also
a
bit
like
you're
you're,
still
getting
to
know
people.
So
how
do
you
yeah
deal
with
that?
Because
you
don't
know
how
they
will
react?
E
F
B
I
love
that
that's
a
great
point,
because
part
of
that
is
to
continue
to
do
better
as
we
continue
to
innovate.
Is
you
know
and
iterate?
It's
not
a
one
stop.
So
as
we
evolve
even
with
these
scenarios,
hopefully
everyone
will
take
away
and
go
back
to
say
you
know
you
see
something
in
the
handbook
or
you
want
to
send
an
email
to
myself
on
a
diversity.
Inclusion
at
get
lamp.
B
B
It
looks
like
we
have
politics
at
work.
Breakout,
group,
3,
I,
know
we
didn't
decide
on
a
spokesperson
to
who
would
like
to
speak
up
and
do
it.
B
G
Sure
this
is
Kristine,
so
Haley
had
some
really
well
thought
out.
Thoughts
and
feedback.
I
thought
that
we
looked
at
two
things:
number
one
was
using
the
term,
hey
guys
or
guys,
which
you
know
I
had
mentioned.
That
is
something
in
my
vocabulary
being
from
the
United.
States
I
didn't
even
know
that
it
was
offensive.
So
you
know
that's
become
something
that
I
personally
have
been
trying
to
work
at
and
even
in
our
conversation,
I
dropped
it.
G
So
it
is
an
exercise
of
trying
to
really
be
thoughtful
about
what
you
say,
how
you
say
it
and
who
you're
speaking
to
so
I've
found
that
topic
to
be
personally
very
enlightening,
and
you
know
Haley
had
mentioned
that
she
does
a
lot
too.
So
we
all
can
work
on,
but
I
think
that
even
just-
and
that
actually
goes
to
the
other
topic-
that
we.
H
G
I
Just
sorry
to
interrupt
politics
at
work,
I
completely
understand
that
you
know
we
don't
talk
about
religion
and
politics,
that's
fair
enough,
but
I
think
there
is
some
exception
that
maybe
I
would
like
to
suggest,
especially
but
nights.
It's
all
resolved,
I
would
say.
But
two
years
ago,
a
couple
of
years
ago,
my
situation
was
I.
Didn't
have
enough
visibility.
Why?
I
So
yeah
talking
about
about
politics?
Okay,
not
talking
about
politics,
completely
agree
with
this,
except
when
companies
and
employees
are
involved,
like
we
don't
have
any
choice.
You
know
such
as
the
brake
seats,
so
sometimes
employees
they
need
to
get
more.
Clarification
for
the
company
will
react
in
case
of
this.
J
I
I
K
You
yeah
sorry
to
interrupt.
I
did
had
to
reach
out
to
my
manager
for
the
country
hiring
practice,
because
I
was
planning
to
visit
China
and
a
visit.
Our
colleagues
in
China
I
had
to
clarify
if
I
can
bring
my
laptop
and
they
used
it
there.
So
perhaps
it's
not
politics,
but
it
is
a
relate
to
our
practice
and
policies.
I
keep
a
private
because
I
don't
have
a
place
in
our
slack
or
public
forum
to
ask
those
questions.
B
That's
a
great
point,
Jerry
and
think
she
I
think
you
entered
for
that
as
well.
The
additional
comments
we
had
I
will
reference
the
handbook
just
to
assure
that
we
have
some
exceptions,
because,
even
when
we
open
those
issues,
sometimes
those
conversations
can
turn
from
all
the
words
of
providing
support
and
understanding
and
clarity
to
go
from
discussing
it,
which
does
go
back
to
this
one.
So
we'll
make
sure
that
we
have
some
additions
to
them
break
out
route
6
any
additional
topics,
many
additional
comments
you
want
to
provide
for
politics
at
work.
Yes,.
L
Hi
Annette
yeah
yeah.
We
had
a
good
discussion
around
that
topic
as
well
and
basically
obviously,
the
easy
answer
is:
try
and
steer
clear
of
of
having
those
kind
of
discussions
or
make
those
comments,
but
recognize
that
everybody's
entitled
to
have
their
own
opinion
and
then
change
the
topic
if
possible.
Instead
of
commenting
further
just
try
and
change
the
topic,
I.
B
B
H
Also,
it's
also
the
positive
intent
piece.
So
there
wasn't
anything
intentional
that
maybe
he
didn't
think
my
opinion
or
my
response
to
a
question
was
valid,
but
more
he
was
sort
of
listening
and
how
he
wanted
to
respond.
It
didn't
have
that
opportunity,
so
maybe
active
listening
is
something
to
promote
where,
if
you're
not
feeling
comfortable
bridging
it,
maybe
addressing
it
in
a
way
where
you're
talking
more
about
active,
listening
and
more
positive
things
to
avoid
any
sort
of
negative
opinion
that
comes
in.
H
B
It
is
a
really
tough
one.
Any
additional
comments
from
Haley
gave
a
good
example
of
how
recently,
when
her
colleagues
had
gotten
sick
and
she
had
to
stand
in
and
in
the
process
of
her
answering
questions,
her
colleague
would
answer
the
same
questions
different
wording,
and
so
it
got
to
be
annoying
to
a
point,
but
she
noticed
this
continuing
and
so
was
one
of
those
things.
B
Where
do
you
make
a
decision
to
kind
of
just
deal
with
it
internally
and
no
one
knows
and
you
kind
of
walk
off
quietly
and
you're
the
only
problem
or
do
you
address
it
and
you
know
kind
of
say:
hey
I
noticed
this.
So
any
additional
comments
please
feel
free
to
you
know.
Look
let
me
hear
those
I
would
love
to
hear
them.
If
not,
we
can
look
on
two
guys.
It's
up
to
you
all
I.
M
Think
just
to
say
it
sounds
like
you
know,
you're
in
violent
agreement
with
what
Nancy
mentioned
earlier
and
then
just
to
make
sure
credits.
You
know
given
where
credit's
due
and
to
show
not
to
create
a
rift
right,
but
just
to
say,
look
it's
kind
of
a
combination
of
making
sure
being
inclusive,
but
also
establishing
that
you
know
common,
shared
purpose.
We're
trying
to
we're
all
trying
to
get
the
same,
successful
outcome
and
look.
This
is
actually
bringing
us
together,
not
tearing
us
apart.
Yeah.
B
It's
a
good
point
Dave,
so
you
know
giving
the
credit
where
credit
is
due
is
really
important
and
also
you
can
kind
of
be
your
own
advocate
it's
one
of
those
situations
where
you
have
to
decide.
You
know
it's
only
gonna
bother
me
because
this
person
doesn't
know,
and
so
a
way
of
sometimes
speaking
up,
not
speaking
up
is
to
say
you
know
to
your
point
to
that
person
exactly
what
I
was
stating
I
really
appreciate.
You
reiterating
my
thoughts.
B
You
know
there
are
ways
that
you
can
kind
of
tie
it
together
to
bring
attention
to
it
so
that
they
understand
that
it
usually
works
really
well
as
well.
So
we
have
our
guys
scenario.
This
is
always
a
very
popular
one
and
all
of
our
calls
we're
at
9:41
I
want
to
make
sure
we're
cognizant,
but
I
want
to
hear
you
know
as
many
as
we
can
address
and
give
JC
and
I
wrap
this
up
as
well
so
breakout.
What
are
your
thoughts?
One
guys
yeah.
N
N
What
do
you,
as
the
third
party,
do
in
this
situation,
and
so
we
thought
you
know
the
first
choice
for
us
would
be
in
offline
in
a
DM
or
something
reach
out
to
the
person
who
continues
to
use
the
word
and
just
kind
of
bring
it
to
their
attention.
We
should
assume
positive
intent
and
assume
that
the
person
isn't
repeatedly
saying
it
to
annoy
the
other
person,
though
it
may
be
the
case,
and
so
we
would
remind
them
that
this
is
not
inclusive.
N
Language,
maybe
speak
to
our
own
personal
experience
if
we
had
one
or
that
of
others
that
we've
heard
of
who
had
struggled
with
it
as
well,
provide
some
tips
and
things
that
this
person
can
do
to
try
and
replace
it.
Assuming
that
it's
there's
no
malice
that
it's
just
kind
of
a
slip
of
the
tongue,
there
are
different
things
that
we
brainstormed
here
in
our
list
of
things,
they
can
do
to
kind
of
force
more
attention
to
the
vocabulary
you're
using.
If
at
that
point
you
know,
maybe
the
person
brings
up
that.
N
D
You
know,
if
you're
another
person
in
that
group,
even
if
you
weren't
bothered
when
you
hear
it,
it
might
make
sense
to
take
the
person
aside
afterwards,
just
like,
as
we
talked
about
with
other
things
and
and
just
mentioned,
you
know
mention
it
to
them.
You
know
one
on
one,
especially
since
the
other
person,
you
know,
there's
kind
of
this
active
antagonism
between
these
two
groups,
so
might
be
appropriate
to
say
something.
After
the
fact,
we
talked
about
other
options
of
words
that
he
potentially
could
use,
but
I
guess
there's
also.
D
B
You
so
much
Amanda
Thanks.
We
have
breakout
group
six
and
breakout
the
three
left
9:45
and,
let's
see
breakout
group
six
here.
Do
we
have
that
want
to
speak
up
for
that
group?
Sure
and.
L
That
again,
yeah
I
mean
agree
with
everything.
That's
already
been
said,
and
then
it's
the
same
here
in
the
United
Kingdom,
it's
very,
very
common
and
normal
to
say
guys.
None
of
us
that
were
are
now
in
our
group
are
taking
offense,
but
we
do
need
to
remember
that
some
people
might
so
I
think.
Well,
we
discussed
loads
of
alternatives
that
you
can
use
instead
and
just
try
and
lead
by
example,
and
and
try
and
use
more
inclusive
wording,
ourselves.
I
think.
B
C
B
C
M
B
E
C
Probably
yeah
probably
didn't
complete
anything
because
I'm
yeah
just
reached
over
and
carried
on
so
I.
We
didn't
speak
about
any
of
the
others.
We
literally
use
the
entire
time
to
speak
about
I'm,
afraid
to
speak
up
and
I
think
this
is
a
leadership
thing
at
your
lab.
I
think
leaders
needs
to
be
super
aware
of
it
and
really
take
responsibility
for
it.
We
manage
a
small
team,
so
we
have
10
people
and
a
team,
and
we
spoke
a
little
bit
about.
You
can
then
really
get
to
know
your
team
members
better.
C
Regardless
of
at
what
level
you
are
and
so
noticing,
someone
being
afraid
of
speaking
up,
it's
really
on
the
manager
to
make
sure
that
they're
aware
of
that
and
that
they
give
them
the
space.
So,
even
though,
in
this
instance
the
example
after
reading
it
again,
we
know
it
says
that
you
know
it's
the
manager
that
it
interrupts
them,
but
I
think
it's
so
important
that
it
is.
C
It
is
a
leadership
thing
and
it
is
that
leaders
notice
and
that
they
take
responsibility
for
those
type
of
things
acute
lab,
and
we
spoke
a
little
bit
about
making
sure
that
if
you
notice
someone
speaks
over
so
very
similar
to
the
other
examples
that
will
shade,
and
maybe
if
then,
if
you
notice,
someone
continues
to
struggle
to
speak
up
and
it's
not
something
they're
comfortable
in
doing
maybe
saying
something
like
hey.
That's
a
fantastic
idea
in
a
one
one.
Why
don't
you
open
an
issue
or
can?
B
I'm,
so
sorry,
but
no
and
I
know
that
you
are
super
great
at
this
from
a
team
environment
from
a
personal
perspective
on
just
I
know
this,
and
so
you
know,
I
think
you
know
kudos
to
you
number
one
in
your
group
for
discussing
in
and
laying
out
the
different
pieces
that
we
could
use
to
support
that
effort.
Do
anyone
have
any
level
of
standing
a
group
that
they
were
uncomfortable
speaking
to
them
to
know
about
with
a
manager?
Because,
again
you
have
a
very
great
way
of
handling
these
situations.
C
O
There
were
two
one
was
about
people
who
like
to
process
things
slowly
so
having
specifically
the
agendas
or
other
items
ahead
of
time,
so
they
can
think
about
it
and
then
the
other
one
was
not
necessarily
calling
out
the
people
who
are
being
quiet
until
you
check
in
with
them
first
in
a101,
because
I've
had
team
members
who
really
feel
on
the
spot
and
extra
stressed
out.
If
somebody
at
the
end
is
like
does
anybody
else
have
anything
to
add?
B
A
Yeah
I
will
wrap
up
super
quickly.
So
Suzanna
you
had
a
question
I
think
in
after
breakout
scenario,
one
or
during
that
time,
and
so
I
added
it
to
the
end,
and
we
will
take
action
on
that
and
try
to
add
some
examples
to
the
handbook
so
that
it's
a
little
bit
more
clear
but
other
than
that
we
do
have
an
evaluation
form
that
we
would
love
you
all
to
complete
and
give
us
feedback
on
the
session.
A
So
we
know
how
to
improve
for
next
time,
and
we
will
also
be
sending
out
like
a
quiz
type
thing
around
the
session
in
the
next
few
days,
and
what
we're
hoping
to
do
moving
forward
is
have
like
a
badge
for
completing
trainings
like
this,
so
keep
an
eye
out
for
that
in
your
email
inbox.
But
please
complete
the
evaluation
form
and
thank
you
so
much
for
taking
your
time
to
attend
this
session
today.
We
really
appreciate
you
being
here.