While "perfect," is an unattainable standard, many people struggle to accept the inevitable: that striving for the impossible goal of perfection leads to stress, burnout, sickness and feelings of failure.     SHOW NOTES    We know that perfection is the state of being without flaw or defects - and we all know that perfection is not really attainably.  It may be that some of us everyone once in a while achieve perfection, but perfection is not something most of us achieve.  Perfectionism is the refusal or inability to accept anything short of perfect.  Friend, do you see the cognitive dissonance here, the undeniable catch-22?  Perfectionists are trying to achieve the unattainable.  Painful - to the individual who is the perfectionist as well as those around her.   We want to make sure not to confuse high achiever with perfectionist.  And there are even some great descriptions for this.   Adaptive perfectionist: aka high-achievers: adaptive perfectionism means that a person thrives on doing some, but crucially not all, things well. In the words of Stoltz & Ashby 2007 “adaptive perfectionism is characterised as a normal, healthy type of perfectionism and is defined by deriving satisfaction from achievements made from intense effort but tolerating the imperfections….”   Adaptive perfectionists are the women who embrace the reality that it’s simply impossible to achieve complete perfection and instead aim for a high standard of work in those tasks they do well, and that play to their unique strengths.  These women are telling themselves more of the truth about who they are and the circumstances that are in - they are adaptive.   Maladapted perfectionism is such a great descriptor because we start off right away knowing this is not a good thing.  The maladapted perfectionist is likely on a path to pain.  These women are very hard on themselves when perfection is not achieved.  And these kinds of unrealistic expectations and responses lead to depression, anxiety and increased levels of stress.   We can have high standards, the question is what happens when reality comes crashing in and our high expectations have not been mer.  Failure is inevitable - and, you guessed it - far more stressful on the maladapted gal than the adaptive gal.  Crina shares a story about her own sense of perfectionism getting in the way of her own fun - she wanted to be excellent and when she was not, she gave up - until, smarty chick that she is - she realized that approach was no way to love and it was far better to have more fun - even if she was not excellent at whatever was fun.     As with most things, none of us neatly fall into one category or another and may see ourselves in both.  What are the indicia of tipping over into maladaptive rather than the sweet spot of adaptive: Do people tell you you are difficult to change Do you want to change your body? Do you notice others’ mistakes? Do you notice the mistakes you made? When you try something new that you are not good at - do you give up? Do you focus on the success or the failure? Do you procrastinate or avoid tasks regularly? Mistakes are flaws versus opportunities to learn?   Kirsten shares that the legal profession is toxic perfectionism.  Making a mistake can hurt your client - and is malpractice - there is no room for mistakes.  It is the part of practicing law she has most struggled with over her career because it is based on a falsehood - we all make mistakes and that standard of perfection fails to acknowledge the human behind the work.   The disturbing news is that perfectionism is on the rise. A 2019 study that evaluated more than 40,000 college students found a 33% rise in perfectionism from 1989 to 2016.   But this should be good news for the workplace, right?  We want a bunch of perfectionists doing great work, right?  Surprisingly, no - we do not! A vast meta-analysis of 30 years of studies, conducted at the Georgia Institute of Technology, found there was no relationship between perfectionism and job performance for either group (failure avoiding or excellence seeking) , says researcher Dana Harari, who worked on the meta-analysis. “To me, the most important takeaway of this research is the null relationship between perfectionism and performance,” she says. “It's not positive, it's not negative, it's just really null.” Is that the craziest thing?  Perfectionism does not lead to better work performance.   You know our hosts are not going to leave our lady friends hanging!   Go for the B Give 80%- As Cinzia BuBois says, “Giving 100 percent should be saved for those special passion projects or for those most treasured people in your life. If you give 100 percent to everything and everyone around you, the quality of your output will go down. You’ll become burnt out, exhausted, and resentful. Not only is 100 percent unrealistic, it doesn’t allow room for learning. Getting an 80 percent always puts you in the higher tiers of anything in life; it’s not perfect, but it’s still rather outstanding. By striving for 80 percent, you allow room for perseverance, flexibility, and diligence, uncorrupted by the fear of failure (or rather, imperfection).”  The Perfectionism Epidemic. We live in a society where failure is… | by Cinzia DuBois | Achology Don’t let perfect be the enemy of the good. Done is better than incomplete or worse, never started Realizing failure isn’t the opposite of success, but part of it. No one can learn without making mistakes, and no project, skill, or relationship can grow without learning. We’re not supposed to be perfect the first time around Recovery activities are critical when you do give it your all - you need to rest and restore and re-energize - you know self-care.   To all you fabulous females out there, some of this may be counterintuitive in the workplace, but the data supports that perfectionism is not correlative with performance - and it can cause suffering - to our minds, our hearts and our bodies.  Get yourself a B and carefully choose when you bring the A game.   Good reads Being a perfectionist is good for your career, right? Obsessed with Perfection: How to Overcome Toxic Perfectionism in a Highly Competitive World The Trouble with Toxic Perfectionism The Pros and Cons of Perfectionism, According to Research (hbr.org) Obsessed with Perfection: How to Overcome Toxic Perfectionism in a Highly Competitive World Is perfect good? A meta-analysis of perfectionism in the workplace. (apa.org)  

Crina and Kirsten Get to Work

When Is It Good Enough? Toxic Perfectionism at Work.

The entire workforce is changing, right before our eyes. As millions of workers are leaving their jobs every month, employers are facing tough questions about how to attract and retain talent. Meanwhile, workers in every single profession are seeking more ease, meaning and joy in their jobs. Welcome to the Great Resignation!   SHOW NOTES    On this episode of Crina and Kirsten Get to Work, our pair of pretties riff on what has become known as The Great Resignation.  Yes, people are leaving the workforce in droves, and not returning to the workforce after being laid off due to COVID. There is essentially a mass exodus from the workplace.     So here are some jarring stats: According to the U.S. Department of Labor, during the months of April, May, and June 2021, a total of 11.5 million workers quit their jobs.   This is significantly more than this time last year - about 40% more.  Sure there were layoffs, but these are quits - folks who leave of their own accord. A survey of over 30,000 workers conducted by Microsoft found that 41 percent are considering quitting; that number jumps to 54 percent when Gen-Z is considered alone.  Gallup found that 48 percent of employees are actively searching for new opportunities. And Persio reported that 38 percent of those they surveyed planned to make a change in the next six months. The Great Resignation Is Here, and It's Real | Inc.com A recent survey by the search firm Korn Ferry found that over 90 percent of retailers are struggling to fill empty positions, even though nearly one in three offer sign-on bonuses and another third have instituted paid referral programs. The Great Resignation: Why Millions of People Are Quitting (and How Employers Can Earn-- Not Lure--Them Back As of May, 1.8m of the 5m women who lost their jobs in 2020 have not returned to work.  Women Rush To Entrepreneurship In ‘The Great Resignation’ (forbes.com)   We know a little about why they are leaving.  The vast majority spent that time trapped in their home thinking about their current work situation and realized they needed a change.  Stress and burnout are also significant factors as people, particularly women push the eject button.  Some are just dissatisfied with how their employer has handed COVID, others cite unfairness and others just decided being a two income household was too much and made the decision to live with just one income.  And some have been motivated to take the leap and start their own business.   If you are one of those employees looking for the door, our hosts have some ideas: Getting another job before you leave is safer, but staying can be unbearable Consider having at least 6 months savings and stop spending money Do the work to understand what you want, what you need, what your values are (listen to the meaning episodes!). Remember that you take yourself with you wherever you go. Change one variable at a time at your current job  Give your current job some time to settle, especially if you’re compensated well and it aligns with your values Lean on your network to find other opportunities Set up job alerts Work on your resume Remember that while it’s a job seekers market, there are still a lot of other people who will be competing with you for the job   If you are one of those managers looking to keep your employees, consider these strategies:    Once pay and benefits are fair -- not industry-leading, just appropriate and reasonable -- how you treat people makes a huge difference. Talk to your employees to determine whether the company’s mission and values align with employees; mission and values Make sure your employees know what is expected of them Take the opportunity to recognize and make use of employees; strengths Be fair and kind to your workers Invest in internal communication and transparent decision-making Build trust and team   And there is some anecdotal proof that these kinds of measures work.  A study of more than 400,000 people published in Harvard Business Review found that when employees believe promotions are managed effectively, employee turnover rates are half that of other companies in the same industry.    The last 20 months have been a very unusual and upsetting time.  It is understandable that the vast majority of us are reconsidering how we spend our work time - and it makes sense that we are considering a change.  If you are a manager, accepting that reality and being the preferred employer is important if you want to retain your employees.  If you are an employee, plan carefully, but the workplace is your metaphorical oyster (you know, the one with the pearl)  in ways it has never been. 

Thinking About Calling It Quits? Join the Club!

Healthy boundaries at work can make the difference between professional fulfillment or burnout. Boundaries are the physical, emotional, and mental limits we create to protect ourselves from over-committing, being used or behaving in unethical ways.    SHOW NOTES Boundaries separate what we think and feel from the thoughts and feelings of others. How to Define Healthy Boundaries at Work — Melody Wilding   Crina talks about capital “B” boundaries that are strong, not subject to negotiation with little flexibility.  Lower case “b” boundaries are more porous, flexible and may change depending on circumstances.     A boundary is a container around your time, mental and emotional energy, relationships, physical body and material and energetic resources.   Where do we see boundaries at work? How you spend your time What you agree to do - or not do How you spend your energy What do you need for your physical space How you want to communicate in the office   Our job descriptions and our fte status are significant boundaries at work.   Boundaries are important because they allow you to be more of you. They walk hand in hand with our self-worth.  They allow us to maintain our energy and resilience.  They guide healthy relationships.   We see boundaries in action at work when we do not allow others to speak to us in a rude or condescending manner, when we protect our space - a closed door, separation from a co-worker in a meeting, setting priorities in your work.   Boundaries between work and our personal lives are also important.  Workers tend to fall into three categories as they define their work and personal boundaries - separators, integrators and cyclers.  Separators are 9 to 5ers (or whatever the hours) - folks who clock in and clock out and work and personal do not bleed into each other.  Integrators tend to go between work and personal all of the time - these are the folks who cannot tell you how much they work because they are meshing their work and personal lives to a significant degree.  Cyclers are those folks who spend a significant amount of their energy and time on work in big chunks - firefighters who work for a week and then are off for a week.  Understanding how you separate work and personal is helpful in analyzing your own boundaries and whether those are respected.   Our hosts conclude with examples of boundaries gone bad in the workplace.   More good reads: Kossek inpress10 Managing Work-Life Boundaries in the Digital Age.pdf (bc.edu) How to set clear work boundaries — and stick to them | (ted.com) The Successful Woman’s Guide to Setting Boundaries – Without Being a Bitch - Women Igniting Change 

Hold the line, Sister. Your Boundaries Define Who You Are.

You will find meaning and purpose in your work when you are able to craft, change, modify and align your daily tasks to match your values. In fact, some say that finding meaning at work is more about what you do with what you have, instead of what you start with. SHOW NOTES In this episode of Crina and Kirsten Get to Work, our hosts tackle part II of this two-part series on meaning in the workplace.  In Part I, Crina and Kirsten discussed the importance of meaning at work and that meaning arises when we find alignment with our values. Identifying our values allows us, hopefully, to match those values to those of our employer.  This is where our internal work on values can overlap with the external world – in this case our employer.  The good news is that meaning is more about what we do with what we have instead of what we start with.  Some folks may be in a job that completely aligns with their values – maybe a teacher who values teaching and children and being of service and her employer supports her in those values.  Not that she loves everything she does, but her internal values coincide with her external work experience. So, what do we do when that is not the case? There are a number of ways to modify our internal and external worlds to align with our values and create meaning. Amy Wresniewski. professor of Organizational Behavior at the Yale School of Management, with the assistance of her colleagues, introduced the concept of job crafting.  In studying the work of a group of janitors at a hospital, she discovered the janitors experienced the same job in different ways – and fell into two distinct groups.  One group saw themselves as just janitors, did not think they were highly skilled and would describe their job as cleaning.  The other group talked about their work in relation to patients and visitors’ care. In fact, most of how those in this second group described their job was not even in the job description.  They discussed tasks such as changing the art on the walls of patients who were in a coma or cleaning the floor extra times in the rooms of patients who did not have visitors, or guiding visitors to where they were going.  This second group viewed their work as providing a safe and clean place for people to get healthy and heal or as ambassadors for the hospital.  She called what the second group was doing job crafting. Wresniewski describes job crafting as “[w}hat employees do to redesign their own jobs in ways that foster engagement at work, job satisfaction, resilience and thriving.” (Berg, Wrzensniewski and Dutton, 2010) Job crafting can be changing the task you perform – adding or dropping responsibilities – like the janitor cleaning the floor of a lonely patient several times a day.  It can also be in creating certain types of interactions – who do we want to work with and how?  We can choose who we brainstorm with, sometimes who we work with on a project and even sometimes who we serve so that these people add meaning to our work.  Job crafting can also be changing your mindset about what you are doing, which is also something the janitors did – realizing their job was not cleaning floors, but providing a place for people to heal and get well. People who job craft tend to have more satisfaction, commitment, happiness and better performance in and with their jobs.  It is a really good way for people to find meaning at work. Employees will likely job craft– often not even being aware of it.  Managers and supervisors should recognize this and support it.  We know it has an incredibly positive effect in the workplace when employees find meaning in their work – and job crafting is one significant way employees find meaning in their work.  Leadership can consider:   Giving autonomy and support to employees Encouraging employees to identify their values and create plans for themselves at work that align with those values Communicating company values and goals so employees can see how they fit into achieving those goals and living those values Allowing and encouraging task reassignment that fits values, such as holding a job crafting “swap meet” where people talk about whether given values and strengths of each employee, certain tasks can be traded. Recognizing and celebrating and supporting employees who take the ownership in their work necessary to job craft.  And here are some good reads:  Job Crafting - Amy Wrzesniewski on creating meaning in your own work The 4-Hour Meaning Week. 4 power-hours of super-meaning per week… | by Taylor Foreman | The Startup | Jul, 2021 Help your employees find purpose--or watch them leave Igniting individual purpose in times of crisis The Why Of Work: Purpose And Meaning Really Do Matter Positive Workplace What is Job Crafting? (Incl. 5 Examples and Exercises)       

Finding Meaning at Work Part 2: Crafting Your Job

A key to finding meaning at work lies in your ability to align your daily tasks with your values. It doesn’t matter what kind of work you do, it only matters that you, personally, know what you care about and express those values in your job. When you find meaning, or purpose, at work you are more productive, healthier, resilient, and more fun to be around!    SHOW NOTES   In Part I of a two part series on finding meaning at work, our hale and happy hosts spend some time diving into what meaning is, why it is important and the backbone of meaning - identifying your values.   What are we talking about when we say meaning?  Meaning is the connection between two or more things or ideas that together fulfill a higher purpose, create esteem or admiration, have a positive impact, transcend our instincts or our view of what we can achieve or makes sense (aka lofty goals).  This is according to Kirsten and The Meaning of Life (Stanford Encyclopedia of Philosophy)   Meaning is not happiness, it is not good character.  It is the connection between ourselves and one of those “lofty goals.”  Sometimes we find meaning because we are providing for our families, or helping someone else, being of service, discovering something new, solving problems, protecting the environment etc . . .   WHY IS IT IMPORTANT?   “People who live their purpose at work are more productive than people who don’t. They are also healthier, more resilient, and more likely to stay at the company. Moreover, when employees feel that their purpose is aligned with the organization’s purpose, the benefits expand to include stronger employee engagement, heightened loyalty, and a greater willingness to recommend the company to others.” Help your employees find purpose--or watch them leave   Simply put - meaning is good for us and good for the workplace. Meaning at work makes us:   2.5 times more likely to be free of dementia 22 percent less likely to exhibit risk factors for stroke 52 percent less likely to have experienced a stroke   And if this wasn’t enough, individual purpose benefits organizations, too… People who find their individual purpose congruent with their jobs tend to get more meaning from their roles, making them more productive and more likely to outperform their peers.  Igniting individual purpose in times of crisis.   HOW DO WE FIND MEANING:   Ideally, work is a place where you can express your values - it is a calling.  There are external factors - the work and the workplace that affect this and well an internal factors.   As always, the good and bad news is that we have more ability to affect change when it comes to our internal experience.     Identify Your Values Values are the things that are most important in our lives.  When values and goals are aligned, we are much more likely to motivate ourselves towards action and success.     According to Simon Senik values need to be actionable  Here is his terrific TEDTalk: Honesty is NOT a Value | Simon Sinek Values are not nouns, but actions.  He gives these great examples:   Honesty vs “tell the truth” Innovation vs “allow for experimentation” Humor vs. “laugh everyday” Most of us have a sense of our values and can list our values.  However, it is interesting to move past your assumptions and reflect on them from an independent source.  For example, The Values Project is a decades-long effort to get people in touch with their values.  Click on the link to test your assumptions about your values. The Values Project | Let's reveal what matters to you.  Getting clear on your values is the first step to finding meaning at work.

Finding Meaning at Work Part 1:Harnessing Your Values

Trauma and toxic stress is pervasive in the workplace. You, your friends, your coworkers are all dealing with some version of trauma from, among other things, adverse childhood experiences, the pandemic, climate change, natural disasters, poverty and racism. While all events impact us individually, it’s important to recognize the signs of trauma and normalize trauma-informed workplaces.   In this episode of Crina and Kirsten Get to Work, our dynamic duo takes on trauma.  The pandemic is a traumatic event, whether we know it or not - although its impacts on us individually are very different.   This episode draws from an article advancing a trauma informed approach to work - and while we of course need to be aware of our own trauma, being aware of co-workers’ trauma is important in creating the kind of workplace we all want - one with ease, meaning and joy.   Here is the article.  TRAUMA-INFORMED APPROACH TO WORKFORCE   Trauma is physically or emotionally harmful or life threatening experiences with lasting adverse effects on our functioning, mental, physical, social, emotional, or spiritual well-being.  This can be things like a physical assault, verbal abuse, witnessing someone else endure these experiences.  Kirsten and Crina think that toxic and prolonged stress has much the same effect as trauma.  Think the pandemic, racism, political unrest - yes, friends, we have had it all.   When we experience trauma or toxic stress, we can feel disassociated, persecuted, depressed, negative and disheartened.  We can experience physical pain and discomfort, nightmares, insomnia, mood swings and panic attacks.  And things we may struggle with in normal times, like anxiety, become more difficult to deal with.   Our brains are literally hard-wired to deal with trauma and toxic stress.  When the brain senses danger, the amygdala springs into action, which causes the sympathetic nervous system to fight, take flight, or freeze. Blood and oxygen are diverted to muscles and away from our brains, and a surge of adrenaline enables us to fight or take flight. Cortisol is released to inhibit any pain that might slow us down. All systems not crucial to survival are suppressed. Basically, the “survival” brain overrides the “rational” or “thinking brain” in the cerebral cortex, where rational thought and executive functioning, like problem solving and cooperating with others, take place.  And when your brain sends these signals over and over again, well, it is overwhelming.  Now, imagine that you have to show up and work - or these things are going on at your work - yikes!   Most importantly, we need to manage our own trauma and toxic stress - and there are some great strategies for doing so:  get outside, connect with people you love and who are energy giving, simplify your life, love on your dogs and cats, find something to be grateful for - (chocolate?), extend grace and compassion to yourself, and reset your nervous system with yoga, breathing, meditation and movement in general.   After addressing what we can do about our own trauma and toxic stress, Crina and Kirsten dive into what about others’ trauma and toxic stress in the workplace.  And there are a lot of folks in the workplace with trauma and toxic stress - in fact two-thirds of us have experienced some kind of childhood trauma.     The first step is to educate ourselves - like this podcast!  The next step is to normalize these experiences.  And provide space for these experiences.  As a co-worker, look for the signs of trauma and stress.  Be curious, listen and if someone does open up to you, try not to problem solve unless specifically asked, be a witness, hold space.  One on one check ins are a great opportunity for this.     If you are in a place to influence the workplace, encourage employees to take breaks, make sure the break room is not just caffeine and sugar, institute scheduled stretching times, consider an educational program for all staff on these issues.   As Oprah says, “I'm really proud to say that even in my worst moments, I've always had the good sense to know that however bad things were, they wouldn't remain so." A TRAUMA-INFORMED APPROACH TO WORKFORCE Signs & Symptoms of Psychological & Emotional Trauma | Cascade Behavioral Health 

The Best Coworkers are Trauma-Informed

Advocating for yourself, confronting a coworker, asking for a raise...these courageous conversations are nerve wracking at best and in some cases, cause great anxiety. But avoiding difficult conversations is not an option if you want ease, meaning and joy at work.  SHOW NOTES As most of us know – things are bad out there.  We are fractured about politics, COVID, black lives and all sort of other things.  As we have become fractured and unable to engage in meaningful conversation about our positions, beliefs and opinions, we “other” each other.   “Pew Research did a study of 10,000 American adults, and they found that at this moment, we are more polarized, we are more divided, than we ever have been in history. We're less likely to compromise, which means we're not listening to each other. And we make decisions about where to live, who to marry and even who our friends are going to be, based on what we already believe. Again, that means we're not listening to each other. A conversation requires a balance between talking and listening, and somewhere along the way, we lost that balance.” Celeste Headlee: 10 ways to have a better conversation.  When we do not know and understand each other, it is easier for us to dismiss, denigrate and discriminate against each other.  It turns out not addressing difficult issues is also creating problems at work.  We spend almost three hours a week at work dealing with a workplace conflict caused by people who should have taken part in a difficult/courageous conversation.  About a third of these conflicts lead to personal injury or attacks, 22% of us are sick because of these conflicts and about a third of us leave our jobs because of one of these conflicts that could be solved with difficult conversations.  The Work Conversations We Dread the Most, According to Research.  What makes a difficult conversation so hard? It turns out that it is fear and embarrassment.  Emotions are high – we are angry, upset, frustrated, disappointed.  We are afraid we will lose something we will care about or something will challenge our identity and sense of self. Once you identify an issue that calls for a difficult or courageous conversation – get yourself ready.  BE CURIOUS.  ASSUME THE BEST INTENTIONS IN THE OTHER PERSON AND GET OUT OF FAULT AND BLAME. Once we get into the right mindset, we can plan our conversation. What is the purpose? What are your assumptions? What emotional buttons do you anticipate being “pushed” and how do you keep calm when that happens? What is your attitude about the conversation? What are your needs and fears? We Have to Talk: A Step-By-Step Checklist for Difficult Conversations | Judy Ringer Plan the first thing you will say in the conversation.  Getting off on the right foot is important?  What is your opening line? During the conversation ask questions, acknowledge the other person’s feelings and position, advocate for your position without minimizing the other person and be solution oriented.13 Ways To Have Difficult Conversations With Clients Let’s get out there and have that difficult conversation in the most courageous way – we can do it! 

Difficult Conversations Don't Need to Suck

Every day before work, women shave, shampoo, condition, exfoliate, moisturize, cover-up, tone, powder, brush, style, spray, whiten, clip, paint, smooth, enhance, conceal, deodorize and pluck (did we miss anything?). In fact women spend an average of 27 minutes a day getting ready for work, use somewhere around 16 unique products on their bodies and spend thousands of dollars on clothes and shoes.   Why do we do this? Some women use clothes, hair and makeup as a form of self expression, which is great! But many of us spend time on appearances in order to protect ourselves, fit into the mold and be “acceptable.” Remember what the patriarchy told you: ladies need to look the part in order to be successful.    The truth of the matter is that a woman’s appearance can impact her income, status, and how others perceive her at work.    According to Leah D. Sheppard, an assistant professor at Washington State University who conducted a variety of experiments testing others' perception of attractive women, found that “beautiful women were perceived to be less truthful, less trustworthy as leaders, and more deserving of termination than their ordinary-looking female counterparts.”   On another note, a seminal study conducted by NYU sociologist Dalton Conley and NYU graduate student Rebecca Glauber found that women’s weight gain results in a decrease in both their income level and job prestige. By contrast, men experience no such negative effects.   According to a landmark study from Cornell University, white women who put on an additional 64 pounds, experienced a 9% drop in wages. And according to a 2007 paper from the U.S. Bureau of Labor Statistics, there is a statistically significant "wage penalty" for overweight and obese white women. ("Previous studies have shown that white women are the only race-gender group for which weight has a statistically significant effect on wages," according to the paper.) The obese take a bigger hit, with a wage loss of 12%.    And as if that isn’t enough, a more recent study by researchers at Harvard University, Boston University, and the Dana-Farber Cancer Institute found makeup was found to increase people’s perceptions of a woman’s likeability and trustworthiness as well.   And finally, although there is no correlation between height and effectiveness or intelligence, a woman who is 5 feet 7 inches tall--well above the national female average of 5 feet, 3.5 inches--will make $5,250 more over the course of a year than a female co-worker standing 5 feet 2 inches.   So what to do about it?   Be aware of your bias Create a “work uniform” so you don’t have to spend so much time and money on outfits Stop commenting on women’s appearances. No more, “How are you feeling?” “You look tired!” According to Tracy Spicer:Take note of the number of minutes your personal grooming eats up over a day a week and month Think about all the other things you could be doing Decide what you can reduce or live without Anonymous recruitment practices Celebrate women of all shapes and sizes   And of course, the good reads: For Women in Business, Beauty Is a Liability Your looks and your job Think Looks Don't Matter? Think Again The double standards women face at work every day The lady stripped bare | Tracey Spicer | TEDxSouthBankWomen 

Attractive Women Make More Money

When every one of your tasks is urgent, you quickly lose control. In fact, when trapped by urgency, your stress increases, your judgement declines and your anger and anxiety become front-and-center. So how to get out of the urgency trap and start getting yourself some ease, meaning and joy at work? The answers might surprise you!   SHOW NOTES   In the episode of Crina and Kirsten Get to Work our hosts tackle one of the most significant negative impacts on your ease, meaning and joy in the workplace - URGENCY!  Yes, the topic is the hair-raising, spine-tingling, sweat producing, pulse racing and shallow breathing of urgency.    When something big or just everything feels urgent, we experience:   A rise in stress hormones Executive function decline Memory, judgement, impulse control deteriorate Anger and anxiety centers of the brain are activated   And once we experience those things, we experience: Low energy Cravings Insomnia Irritability Anxiety Poor concentration   Before you read on - just consider for a moment the bullet points above - a buzzkill on your ease, meaning and joy!   When every task is the most urgent, it limits our mind’s ability to think creatively. Problem solving is nearly impossible, and we resort to rushed, bad decisions that cause our team’s more time and effort in the long run to correct.   Urgency also gets in the way of the things our higher selves want to accomplish - diversity, equity and inclusion, which require us to consider our biases and question our assumptions and conclusions.  While we all experience urgency - white culture seems to embrace the nettle of urgency in an almost reverent manner.  Sometimes we white folks equate our self worth with the urgency of our attention to someone or some task.  WHITE SUPREMACY CULTURE: Characteristics   And while Crina and Kirsten like to give you good news, there is bad news here - our brains are hard wired to respond to urgency.  In fact, in order to get our urgency rush, we will give up bigger rewards over the long term.  See the reading below for the data and science behind “our brains on urgency.”   If we know urgency has negative effects on our physical, psychological and emotional capacity - and how effective we are at work, how do we minimize urgency - and note - our gals are realistic - urgency is our forever friend, but we have some boundaries with that frenemy urgency:   Set realistic work plans - and check you optimism (which in other areas Crina and Kirsten generally encourage, but optimism can really take us to a bad place if we are not realistic about work plans Set aside time for planning When we do planning - plan for urgency, what is your response Think like an ER doctor - assess, prioritize and make a plan - An ER doctor on triaging your "crazy busy" life Don't assume that "urgent" means "immediately" Stop hurrying  - awareness Push back against your inner urgency bias by:Making lists Challenge your own thinking - because we know we have an urgency bias For those who want to dig in deeper - here are some great reads on the topic:   When every task is top priority,  My Sense of Urgency Is Killing Me (Slowly) When Everything Is Urgent, Nothing Really Is When everything feels urgent, choose significant instead How to manage your time better by fighting "urgency bias" — Quartz at Work (qz.com) WHITE SUPREMACY CULTURE: Characteristics The Psychology of Urgency: 9 Ways to Drive Conversions 

The Urgency Trap

For the first time in history, there are five generations in the workforce...yes, five! And while this might cause some struggles with communication (ahem...did someone say mute?), and possible differences of opinion, it turns out that we all want many of the same things. Yep, we’re talking about ease, meaning and joy.   SHOW NOTES In this episode of Crina and Kirsten Get to Work our hosts consider the impact of five generations of humans on the workforce - yes 5!! Workers from their early seventies until their late teens.  In their quest for ease, meaning and joy at work and at life, let’s dive into what this means for us! The five generations in the workplace include: Traditionalists – those in the early seventies or later.  These folks are shaped by the Great Depression, World War II, radio and movies.  They are motivated by respect, recognition, and providing long-term value to their employer.  Their communication style is personal.  Their worldview values obedience over individualism, age equals seniority and workers move up the ladder.  These people are respectful and loyal. Baby Boomers are in the mid fifties to early seventies.  These folks are shaped by the Vietnam War, the Civil Rights Movement and Watergate.  They are motivated by company loyalty, teamwork and duty.  The communication style of these people is varied - face to face, person, phone - whatever works.  Their worldview is that achievement comes after paying one’s dues; and sacrifice equals success. Generation X are folks in their early forties to mid fifties.  They were shaped by the AIDS epidemic, the fall of the Berlin Wall and the dot.com boom.  They are motivated by diversity, work life balance and their own personal-professional interests rather than company interests.  Their worldview favors diversity, they are quick to move on if the employer fails to meet their needs, resistant to changes at work when it impacts their personal  interests.  Their communication style is also what is most efficient. Millennials are folks who are twenty-one to forty.  They were shaped by Columbine, 9/11 and the internet.  They are motivated by responsibility, the quality of their manager and unique work experience.  Their world view is seeking challenge, growth, and development; a fun work life and work-life balance; likely to leave an organization if they don't like change.  Their communication style isIMs, texts, and email.  Generation Z are folks twenty and younger.  They were shaped by the Great Recession technology from a young age.  They are motivated by diversity, personalization, individuality and creativity.  Their communication style is IMs, texts, social media.  They are self-identifying as digital device addicts; and value independence and individuality. See [Infographic]Generational Differences in the Workplace [Infographic]   Lots has changed for some of these folks.  There are more women in the workplace, less religion, fewer veterans and less people who are married.  How Millennials today compare with their grandparents 50 years ago   It turns out that we can make gross generalizations about each other - see above - :-)!  And it also turns out we make even more assumptions about how others think of us.   We all want the same four things:   Working for someone who care about employees well-being Ethical leadership Diverse and inclusion of all people FInancial stability   Tune in and learn how our alikeness is more important than our differences and how our differences create more ease, meaning and joy at work.   And more good reads: 4 Things Gen Z and Millennials Expect From Their Workplace Just How Different Are Millennials, Gen Xers, and Baby Boomers at Work? Generations in the Workplace Managing People from 5 Generations How Millennials today compare with their grandparents 50 years ago 

Five Generations Walk Into an Office

Rest is so much more than sleep. Our minds and bodies also need rest from things like mental stimulation, social encounters, creative endeavors and emotional outputs. Taking time to truly rest your mind, body and soul is the ultimate self care regiment and a direct line to ease, meaning and joy at work, and in life!   SHOW NOTES   On this episode of Crina and Kirsten Get to Work, our hosts go deep on rest.  Of course, there is sleep, but oh so much more.  We expend different kinds of energy throughout the day - mental, creative, sensory, physical and social.  Consider one meeting in your day - you use mental and possibly creative energy, if you are on Zoom, you are taxing your senses by what you can (and what you cannot) discern from Zoom and you are probably using some of your social energy as well.  How is that we renew and restore?  No question rest is a big part of the ease, meaning and joy equation.   Why do We Working Women Need Rest?   According to Saundra Dalton-Smith in The 7 Types of Rest that Every Person Needs,  “[w]ithout attention to rest, we are creating a culture of high-achieving, high-producing, chronically tired and chronically burned-out individuals.”  According to psych central, 70 percent of visits to the doctor are due to stress-related health issues. “Rest is the only way to engage the part of our nervous system that allows for relaxation.” It is literally vital for our physical and mental health.”  The 7 types of rest that every person needs | (ted.com)   What Does the Data Say about the Effectiveness of Rest?   Researchers at Stanford did a series of experiments looking at the effects of walking on creativity, as measured by a test of divergent thinking—which asked people to come up with novel ways of using an everyday item, like a brick or a doorstop. The researchers compared participants’ performance under four conditions: while walking on a treadmill, while seated inside, while walking outside, or while being wheeled outside in a wheelchair. Their results showed that walking and being outside each separately led to better performance on the test. Moreover, in one experiment, the researchers showed that the benefits of walking on creativity did not fade immediately, but carried over into performance on future tests. ”https://greatergood.berkeley.edu/article/item/how_resting_more_can_boost_your_productivity   The company Basecamp added another day to the weekend and found productivity unchanged.  Workers got done in 4 days what had taken 5.  8 Minute Read Why Restorative Rest Makes You More Productive And How To Achieve It   How Do We Achieve the Restorative Rest    Whether you schedule a walk with a friend (or by yourself), commit to get up from your desk once every hour to get a glass of water, meditate for 10 minutes before you start your day or book your solo vacation - get it on your schedule!     If you want to restore your creative energy - get inspired by listening to music, getting outside in nature, watching the sunset or enjoying beautiful art. If you want to restore your physical energy, sleep - of course, but also just sitting.  If you find yourself irritable and unable to concentrate, you may have expended too much mental energy - which is classic Kirsten.  Schedule a time to take a breath.  Crina schedules lunch and commits to healthy, nutritious food and it is an anchor in her day and restorative in many ways. If you are on sensory overload - turn everything off and shut your eyes - just for 10 deep breaths - and avoid going home and turning the tv on - find some quiet. Emotional energy is complicated - are you holding others emotions or has life just sent you on an emotional roller-coaster?  Identify what you need - maybe you need to authentically express your emotions in a safe place or to wrap a metaphorical quilt around your tender soul?  Social rest is an obvious one for those of us who are introverts - we need time to ourselves, and so do those of us who are extroverts - we just tend to need less of it and sometimes not realize it.  Spiritual rest is the energy to find deep meaning, a sense of purpose and belonging and love.  When those things are missing from our lives, it may be time to up our spiritual energy quotient.  It could be faith or religion, but Dalton-Smith suggests that you can cultivate a sense of purpose with music, uplifting and inspiring videos, focusing on the magical - such as the bloom of a flower or dew on a leaf - and then going back to these moments when you feel disconnected.   Check out Dalton-Smith’s article above - it is a rich trove of ideas and the inspiration for this show. 

Ready, Set, Rest!

Stoicism teaches us how to keep a calm and rational mind no matter what. This ancient philosophy lends insight into understanding and focusing on what you can control while letting go and accepting what you can't.    SHOW NOTES   Today on Crina and Kirsten Get to Work our hosts do an archaeological dig into an ancient philosophy - Stoicism - to find the golden nuggets to create more ease, meaning and joy at work.  The idea for this episode comes from Ryan Holiday’s Daily Stoic podcast - 2-3 minute Stoic inspired daily meditations to help you live your best life.  Ryan is a New Your Times best selling author and his style and content are really relatable.  Okay - so now you know it, Kirsten got a little obsessed - and highly recommends the podcast.   Stoicism was created by a dude named Zeno in Athens in the third century BC.  Stoicism is a school of philosophy for people who want to get stuff done in the world - then and now.  As a side note, it was the philosophical inspiration for cognitive behavioral therapy - cool.  It has been a relatively male-dominated school of thought.  Crina and Kirsten make it the working woman’s philosophy.     In addition to Zeno, three people took Zenp’s work and ran with it.  Marcus Aurelius, reputed to be the last good emperor of the Roman Empire and the most powerful man on earth, journalled his thoughts each day. This journal has been published as the book Meditations.  Epictetus was born a slave and went on to found his own school and taught many of Rome’s greatest minds, one of which was Marcus Aurelius. Epictetus’ teachings were memorialized by another of his students, Arrian on Discourses and Enchiridion.   Senec was a tutor and adviser to Nero and Rome’s best playwright and super hero power broker – sometimes said to be what we think of as the modern modern day entrepreneur. His personal letters are another source of Stoic philosophy. Stoicism teaches how to keep a calm and rational mind no matter what happens to you and it helps you understand and focus on what you can control and not worry about and accept what you can't control.  The goal of Stoicism is eudaimonia or supreme happiness or fulfilment attainable by human beings  - core purpose or the good life – a flourishing, lofty, and smoothly flowing life. The idea is that we can control our own behavior, but not the outcome of our behavior or others’ behaviors; and a calm and rational mind allows us to accept those outcomes.   There are five main elements according to our ametuer Stoics, Kirsten and Crina: Nature: Nature is rational.  Live in agreement with nature Law of Reason: The universe is governed by the law of reason.  Virtue: Courage, justice and discipline  - and virtue is its own reward Control: Focus on what you can control and accept what you cannot Wisdom: Wisdom is the root virtue (see above). Crina and Kirsten turn to modern female Stoics to explore the importance of emotion in Stoicism, and some core principles applied to women and work, such as The Way is Through, Don’t Make Things Harder than they Need to Be, Impossible Without Your Consent, Keep it Simple, Protect Your Peace of Mind and A Career is Not a Life Sentence.     This episode is a great introduction to Stoicism and how it can bring more ease, meaning and joy to work and life.  And of course - the obvious - that men do not have the corner on Stoicism - or anything else. Stoicism and Emotion: An Interview with Professor Margaret Graver (dailystoic.com) Nutshell: Stoicism: a practical philosophy for life and work A Universal Philosophy: Great Insights From Female Stoics (dailystoic.com) Stoicism (Stanford Encyclopedia of Philosophy) 

Philosophy Can Change Your Work...Seriously!

Feedback is AWESOME, unless it’s not. The crazy thing is that the vast majority of evaluations/assessments/performance reviews are lame and unproductive, yet we are subjected to them time and time again. The good news is that employee reviews don’t need to suck!   SHOW NOTES   On this second in a series of episodes exploring what does not need to suck at work, Crina and Kirsten delve into workplace performance evaluations.   And yes, even in the midst of a year into the pandemic, evaluations of how we do at work continue.  Evaluations, reviews, appraisals . . . so many names for what can be stress inducing and a waste of time.  To understand how we got here with evaluations, let’s look at the history.   Evaluations can be traced back to WWI when the military wanted to identify poor performers.  By the 1960s, 90% of companies were using appraisals and ranking systems.  During this same time there was a shortage of managerial talent and companies started shifting away from evaluations that reflected performance by scores to using evaluations as a professional development tool. This new approach was based on a theory that employees wanted to perform well and would do so if supported properly, opposed to the previous theory which assumed you had to motivate people with material rewards and punishments.  And this is the part where evaluations do not have to suck - evaluations should motivate and inspire employees to do better.  Companies have moved back to ranking and scoring rather than motivating and inspiring and we see evaluation programs trying to do it all and not doing a lot of it well.  The Future of Performance Reviews (hbr.org)   All of this is to say that we are all still trying to figure out how to  Support employees Reward good performance Recruit and retain talent Eliminate poor performers who are “uncoachable”   Here’s some of what we know about performance reviews and employee engagement:   45% of HR leaders do not think annual performance reviews are an accurate appraisal for employee’s work. Employee Performance Program & Coaching | CoreAxis Corporate Training & eLearning Only 8% of companies believe their performance management process is highly effective in driving business value, while 58% say it’s not an effective use of time. Employee Performance Program & Coaching | CoreAxis Corporate Training & eLearning   The Harvard Business Review summarizes workers experience, “[w]ith their heavy emphasis on financial rewards and punishments and their end-of-year structure, [annual reviews] hold people accountable for past behavior at the expense of improving current performance and grooming talent for the future, both of which are critical for organizations’ long-term survival.   In contrast, regular conversations about performance and development change the focus to building the workforce your organization needs to be competitive both today and years from now. Business researcher Josh Bersin estimates that about 70% of multinational companies are moving toward this model, even if they haven’t arrived quite yet.”  The Future of Performance Reviews (hbr.org)    SO WHAT CAN WE DO INSTEAD? Engage more deeply with the work of your direct reports and team:   Regular check ins provide frequent and timely feedback and support.  And the data supports that frequency is important.  Studies show weekly check-ins increase performance by 13% where monthly check-ins decrease it by 5%.  9 Lies About Work, Buckingham and Goodall. Companies who implement regular employee feedback have turnover rates that are 14.9% lower than for employees who receive no feedback. Employee Performance Program & Coaching | CoreAxis Corporate Training & eLearning.   Frequency is important because it allows real time considerations to occur, ongoing problem solving and direct application of learning. It allows employees and managers to make sense of real-time information together, focus on the next week, the problem to solve; build relationships and trust; and evaluates performance. It allows for listening, course-correcting, adjusting, coaching, pinpointing, advising, paying attention and providing real-time feedback.   This is in contrast to annual check ins where information is discussed when it is likely to be obsolete or irrelevant.    Provide meaningful, real time feedback   Whatever the feedback, the purpose should be to motivate employees to do better work, position them for success and further engage them.  Gallup research tells us that managers have a tough time with this and only about 15% of managers strongly agree that they are effective at giving feedback.  And this is in contrast to employees who tell us that meaningful feedback would inspire them to work harder.  Employee Performance Program & Coaching | CoreAxis Corporate Training & eLearning   Reframe the annual review The annual review process is better suited for a development opportunity.  Annual reviews should do a couple of big things:  set goals, align those individual goals with those of the company, include clear measurement towards the goals, including measuring progress. The content of evaluations should not be a surprise, but rather a chance to sit down and review what you’ve been discussing all year.     HOW TO JUMP START THIS PROCESS FOR YOURSELF, AS THE EMPLOYEE ON THE RECEIVING END?   The first thing we can do is to ask for regular feedback.  Start small - or not - always interesting to go big!  When we ask for feedback, we need to be open to feedback and open to the process and we need to pay close attention.     Another helpful strategy is to ask about the review process your manager uses.  What is it meant to accomplish, what does she want to measure?  Understanding the process can be helpful in determining what is important about your performance and allows you to better use the information you get.   There are things managers and employees can do to make the evaluation and review process better.  We can take it further from its military WWII roots and rather than use it as a way to punish, use it as a way to inspire and motivate to bring more ease, meaning and joy to the workplace.   And another great read: 17 Mind-blowing Statistics on Performance Reviews and Employee Engagement 

Evaluations Don't Need to Suck

You need to laugh at work...or at least chuckle! According to the research, humor can dissolve tension, reduce stress and  make you more productive and committed to your workplace.    SHOW NOTES   On this episode of Crina and Kirsten Get to Work, our hosts focus on humor in the workplace.  Who does not love to laugh?!!  Whether at home or at work or frankly anywhere!!  The “humor” our duo discusses is not just the belly laugh, but also the amusing, the cheerful, the light and the genial ways we can interact with each other at work.  Humor is for more than the comedians among us!   This episode was inspired by Kirsten’s cousin, Dr. Rufus Browning - Professor of Humor at University of Maryland.  Cousin Rufus was one of the founders of International Humor Conference -fancy!.  He explained to Kirsten that humor is the juxtaposition of the absurd (putting things next to each other that do not make sense), which causes our brains to freak out a little bit and we laugh because it releases good chemicals and allows us to better manage the absurdity.     When we laugh, our brains produce less cortisol (inducing calm and reducing stress) and release more endorphins (which give us something like a runner’s high) and oxytocin (often called the “love” hormone). It’s like meditating, exercising, and having sex at the same time.    Sophie Scott, a professor from the University College London, is a humor expert and researcher.  She says that laughter is one of the first things you learn as a baby. It is a tool for socialization.  She talks about all kinds of laughter, polite laughter, agreeable laughter and the humorous or comedic laughter.  She says, “laughter is not just about ‘funny.’ it’s about being human.”  We signal our trust in each other when we laugh.  Laughter: The Best Medicine | Hidden Brain   Even rats laugh and it contributes to their socialization as well.  When researchers cut the vocal cords of rats (sad!), the rats could no longer laugh.  When introduced with other rats who still had their vocal cords and could laugh, the laughless rats were more likely to get bitten.  It appears when rats laughed during play, they were signaling something to each other that reduced aggression, and those rats who could not laugh were not able to send those signals and got bitten more.     WHAT ARE THE REWARDS OF HUMOR? “Research shows that leaders with any sense of humor are seen as 27% more motivating and admired than those who don’t joke around. Their employees are 15% more engaged, and their teams are more than twice as likely to solve a creativity challenge — all of which can translate into improved performance. Studies even show that something as simple as adding a lighthearted line at the end of a sales pitch — like “My final offer is X and I’ll throw in my pet frog” — can increase customers’ willingness to pay by 18%.  A bad dad joke can literally help you get paid.” How to Be Funny at Work.   Humor can make employees more productive and engaged.  It can improve decision-making and creativity, it can make new information, problems easier to solve and ideas easier to absorb. Humor also improves your communication in that people are more likely to listen to you and remember what you said.  And of course it increases our connection to others.  And it clearly is the magic elixir because it also improves your health.  16 thoughts on “30 Benefits of Humor at Work”   HOW TO BE HUMOROUS AT WORK And, of course, our hosts are down with some practical tips to get more of that goodness at work. Warning - maintain PC and PG at work - it is tempting to engage in a little racy frivolity, but save that for non-work spaces.   Reminder - this is more about levity and lightness than it is comedy. Allow for the lightness Ideas: Set a goal - laugh 20 times days Be silly  Add lightness to your presentations - some pictures of puppies and kittens are a fine choice Add fun to introductions - i.e. what should your job title really be, what StarWars character are you? If there are outings - choose fun over stiff - i.e. bowling Zoom backgrounds offer an opportunity for levity Email sign off -- yours heavily caffeinated, yours unvaccinated   If this is not something you are already comfortable with, dip your toe in - it feels great and if you are comfortable with humor and lightness - bring it on at work because it will give everyone more ease meaning and joy. And another great read: Why Humor in the Workplace is a Key to Success 

You Need to Laugh at Work

Saying, “sorry” is great, except when it’s not. An apology says you value the relationship, you have learned something and the offense will not happen again (or at least making efforts to do so). So why do sooooo many apologies end up feeling all wrong? SHOW NOTES On this episode of Crina and Kirsten Get to Work our hosts delve into apologizing.  You may love an apology or you may hate an apology, but unless you are perfect (and if you think you are, you can stop reading right now - :-)), an apology is an important part of any relationship, including workplace relationships. Crina hates hearing the words, “I am sorry.”  She hates over apologizing, shitty apologies, particularly those apologies used like a get out of jail free card.  Kirsten loves the opportunity an apology offers and how a real apology opens the door to further conversation. Apologies at work build trust, build team and show humility. An apology says you value the relationship, you have learned something and the offense will not happen again (or at least making efforts to do so) Gender Difference in Apologizing Like many things, there are differences when it comes to apologies between men and women,  Women Really Do Apologize More Than Men. Here's Why (and It Has Nothing to Do With Men Refusing to Admit Wrongdoing) | Inc.com.   A series of studies found that women apologize more than men because they report committing more offenses than men.  The studies suggest that men apologize less frequently than women because they have a higher threshold for what constitutes offensive behavior. “It takes a more serious offense for men to think of an apology as deserved,” Dr. Karina Schumann, one of the study’s researchers, said in an email. In another study, Dr. Schumann and her colleagues gave men and women various hypothetical offenses to commit. Men rated the offenses as less severe and less deserving of an apology than women. “These findings supported our suspicion that men apologize less often because they are less likely to think they’ve offended anyone,” Dr. Schumann said.  Why women apologize more than men: gender differences in thresholds for perceiving offensive behavior.  In other words, women are more willing to see an offense and apologize more often. The question of women’s apologies is a hot topic.  Some people feel that women should stop apologizing, while others think we should stop pathologizing apologies.  Deborah Tannen, communications author, says, maybe we should stop stigmatizing apologies. No, You Don’t Have to Stop Apologizing (Published 2019) Telling women to apologize less isn’t about empowerment. It’s about shame. - The Washington Post  Crina and Kirsten are in the camp that you should apologize if you want to - it is up to you - and no pathologized, demonizing or stigmatizing - and apology to add to your power rather than take away from it. The Gift of Apologies Apologies offer a gift to the person making the apology, a gift to the person to whom the apology is made and a gift to the relationship.  Apologies can create better relationships in the workplace. Elements of an Apology According to ​The 6 elements of an effective apology, according to science, the elements of apology are as follows: Expression of regret Explanation of what went wrong Acknowledgment of responsibility Declaration of repentance Offer of repair Request for forgiveness What Makes a Good Apology According to Harriet Lerner No buts, a “but” undercuts your apology. Focus on your acts not the other person’s feelings - what did you do and what was your part Make amends, whether you can return or replace something or make best efforts so that you will not do what you did again Don’t overdo an apology - to Crina’s point at the beginning Don’t take too much responsibility Don’t make it about you Stay on point No blame to the other person No repeat performance - change behavior (see amends) Your apology should not silence the other party - an apology is a great time to listen Don’t make an apology for your own benefit - if someone does not want to hear from you, stop. A true apology does not ask the other person for anything What an Apology Does for Us The best thing about an apology is what it does for us.  We grow in ourselves. We maintain our integrity about how we live in the world.  We build self-esteem and self respect by living our values. And here is the Podcast from Brene Brown and Harriet Lerner that inspired this episode. Harriet Lerner and Brené - I'm Sorry: How To Apologize & Why It Matters Why we've been saying 'sorry' all wrong - BBC Worklife 

Your Love/Hate Relationship with Apologies

Crina and Kirsten dish on all things related to women and work. Through engaging conversations and witty banter, they will inspire you to seize your power and create meaningful, joyous, fun and rewarding work. While exploring topics such as authenticity, shitty bosses, friends and negotiation, Crina and Kirsten lift up women and show the patriarchy, "the hand (and the finger)."

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Crina and Kirsten Get to Work

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