David Brooks’s How to Know a Person addresses topics and ideas central to being human - and are maybe more relevant to the workplace.  Brooks suggests that the ability to see others deeply—and to allow ourselves to be deeply seen—is essential to human flourishing. He posits that many of today’s social ills, including the loneliness epidemic and widespread mistrust, stem from our habit of skimming relationships, treating people as functions rather than as full, complex selves. The workplace, where we discover what people truly need—everything from health care, rest, culture, belonging—is one of the most powerful settings for rebuilding this lost capacity. Brooks frames the aspiration of knowing others through the figure of the Illuminator, the person who makes others feel visible, valued, and understood. People - and particularly leaders - who act as Illuminators create psychological safety, mattering, and authenticity— can be cornerstones of strong workplace culture. Illuminators ask better questions, remain present in conversation, and resist one-size-fits-all assumptions. Their counterpart, the Diminisher, those who unintentionally lessen others, sees people through narrow judgment or distraction. The book unfolds in three broad movements. “I See You” explores the foundations of genuine perception: curiosity, disciplined attention, and the humility to resist fast judgment. Brooks examines the obstacles—egotism, anxiety, naive realism, static mindsets—and contrasts them with the qualities that bring people closer: tenderness, receptivity, affection, generosity. Good conversation becomes an act of care: listening loudly, favoring familiarity, asking questions that make the speaker the author of their experience, and embracing silence as meaning-making. “I See You in Your Struggles” addresses how disconnection fuels political animosity, technological dehumanization, and profound loneliness. When people aren’t seen, misunderstandings escalate—even to violence. Brooks emphasizes this concept he calls accompaniment: which means being with someone in hardship without rushing to fix them, honoring their unique point of view, and approaching them with humility. Finally, “I See You With Your Strengths” turns to helping people live into their gifts. Understanding personality traits, life stage, and changing identities allows us to appreciate people in their evolving fullness. Seeing others deeply—at work and beyond—is ultimately the antidote to loneliness and a path to more humane, connected communities - and, as Brooks posits, may even be part of the antidote to our political divide.

In 2025, a record number of Americans—8.5 million—are working two jobs. This surge in “moonlighting” is presenting new challenges for employers and creating big impacts - good and bad for employees. While some workers seek extra income to meet rising living costs and cope with inflation - or guard against uncertainty, others pursue second jobs to gain skills, explore interests, or test entrepreneurial ideas. Women and young adults aged 20–24 are particularly likely to moonlight, often out of both necessity and ambition. Moonlighting encompasses everything from freelance work and gig economy jobs to online businesses and passion and experiment projects. The concept of two jobs has evolved beyond traditional notions of “after-hours” work and now includes diverse forms of supplemental employment. Working two jobs raises questions about burnout, work-life balance, performance impacts, and whether to implement formal moonlighting policies. The economic driver behind dual jobholding appears to be motivated by stress over job insecurity, with Gen Z, in particular, struggling.  69% of our Gen Zers live paycheck to paycheck, up from 57% in 2023. Burnout is also escalating. A March 2025 survey revealed 68% of Gen Z workers report burnout, and they’re hitting that wall earlier in life—around age 25—compared to prior generations. The pressure is compounded for women, who are more likely to juggle paid work with caregiving responsibilities, leading to chronic stress, health risks, and strained relationships. Despite these challenges, second jobs often don’t hurt performance—but they do increase the risk of burnout and work-family conflict. That reality is prompting many forward-thinking employers to rethink their stance on moonlighting, which has generally been negative. Rather than discouraging side gigs, progressive organizations are adopting flexible schedules, mental health support, and career development strategies that align with employees' evolving needs. Ultimately, moonlighting is not a fleeting trend—it reflects a structural shift in how Americans work and live. By acknowledging and supporting employees who hold second jobs, employers can foster engagement, loyalty, and resilience in an evolving economy. Supporting moonlighters isn't just about accommodating outside work—it's about adapting to a changing workforce with empathy, flexibility, and foresight.

Feeling drained by Monday? Wondering how you'll survive the week? You're not alone! In this episode of *Crina and Kirsten Get to Work,* we tackle the mental health struggles that weigh us down amid today’s chaotic landscape.    From political turmoil to women's healthcare rights and the financial crunch from inflation, countless issues amplify our anxiety. With 1 in 5 women facing mental health challenges—think depression, PTSD, and anxiety—it's crucial to spotlight the unique hurdles women encounter, including the burden of unpaid labor and the ever-present pay gap.    Recent research shows that women experience mental health conditions differently than men, and we're unpacking it all. We'll discuss the critical role of connection—our go-to remedy for many mental health issues—even when social interactions feel like climbing a mountain. Setting boundaries and carving out time for self-care isn't just important; it's essential.    Join us as we break the stigma, share our insights on mental wellness, and ponder if a smaller circle might just be the secret to healing in our demanding world. It’s time to put your mental health first—tune in for the tools and conversation you need to thrive!

Reverse mentoring flips the script, pairing ambitious younger employees with seasoned leaders to share insights on today’s hot topics, from tech trends to leadership styles. First popularized by Jack Welch at GE in the '90s, it’s now a strategic powerhouse for attracting and retaining young talent. The magic happens when the right pairs are formed—think introverts with extroverts—to spark dynamic conversations. Engaging mentees in the process is key, as addressing any fears about crossing hierarchical lines lays the groundwork for trust. Without commitment, even the best matches can fizzle out. The perks are hard to ignore: Companies with reverse mentoring programs report a 72% boost in communication and an impressive 96% retention rate for younger employees. Participants leave feeling empowered, fostering innovation and keeping leaders in tune with market shifts. Plus, it amplifies diversity and inclusion by shedding light on workplace challenges. Take BNY Mellon, where the program has deepened connections and encouraged leaders to seek employee input. Others, like Estée Lauder and British Airways, have tapped into reverse mentoring to drive culture change and dismantle barriers. In short, reverse mentoring is a two-way street, turning the wisdom of experience into fresh perspectives that invigorate the workplace.

In the fast-paced world of work, the simple act of observation is often overlooked—yet it offers a real and measurable edge. Research shows that the ability to “read the room,” such as recognizing emotions in others’ faces and voices, provides valuable insight into unspoken dynamics like mood shifts, alliances, or resistance.  Observation creates the feeling of being seen and heard—for both the observer and those around them. Observation requires not focusing cognitively, but noticing yourself, others, and the environment in real time, with awareness and intention. Writer David Brooks refers to particularly attentive individuals as “illuminators”—those who are persistently curious about others and help people feel truly understood. In contrast, “diminishers” are too self-absorbed to notice what’s happening around them. Despite our good intentions, there are forces that work against our ability to observe. Power, for instance, has been shown to reduce perspective-taking and awareness of others. To combat this, leaders and people in power should deliberately switch into “observer mode,” especially in rooms where power dynamics are unequal. Other barriers include our negativity bias (we over-focusing on flaws), inattentional blindness (we miss what’s routine or familiar), and our psychological state (stress and urgency diminish our ability to notice others' needs). There are practical, field-tested strategies to restore and strengthen observational power. Techniques include strategies listing “three good things” noticed during the day, using two-column notes (content vs. process), timeboxed round-robins to ensure equal airtime, and asking diagnostic questions like “What are we not seeing?” or “How could this fail?” Silent writing before group discussions helps quieter observers contribute, while brief reflective summaries during meetings—e.g., “Here’s what I’m hearing; what did I miss?”—can flush out hidden disagreement and signal active listening. Finally, leaders should watch out for “power fog.” When those in charge speak with certainty, it’s critical to double-check assumptions and seek out dissenting or overlooked perspectives.  Observation is a particularly crucial leadership tool—but it is important for all of us - and as Kirsten says, observation is surprisingly entertaining, often revealing, and always worth slowing down for. Good Reads: PubMedMoodle@UnitsPMC The Silent Sex: Gender, Deliberation, and Institutions Are Women the Silent Sex? Power and Perspectives Not Taken What Great Listeners Actually Do

The transition to a leadership role is a significant and often challenging shift. Research shows that over 60% of new managers fail to make this transition effectively. This is largely because leadership is not simply a scaled-up version of individual contribution; it requires a fundamental change in mindset, behavior, and priorities. Leaders must redefine success from personal achievement to enabling team performance. This includes developing empathy, resolving complex team conflicts, and delegating effectively. Delegation is especially crucial—it not only distributes workload but also fosters team development. New leaders must learn how to set expectations, offer appropriate support, and monitor progress without micromanaging. Our motivation at work changes because our role changes - we are no longer the top performer, but supporting others to be the top performer.  Self-awareness also becomes more important. A leader’s emotions and behaviors have broader impacts, so maintaining composure and understanding one’s influence on others is key. Conflict resolution becomes even more important in a leadership role.Reflection takes on a larger role; leaders need to routinely evaluate what’s working, what’s not, and how their leadership style affects outcomes.  Common pitfalls derail many new leaders. These include trying to do too much too quickly, over-relying on authority, micromanaging out of fear, making hasty changes, and lacking clarity around leadership philosophy and mindset. New leaders also struggle with setting boundaries, aligning with their boss’s priorities, and effectively communicating unpopular changes. Harvard suggests three major mindset shifts to ease the transition: From Expert to Coach: Instead of being the smartest person in the room, leaders help their managers develop judgment and independence. Asking probing questions and tolerating ambiguity are key to this shift. From Execution to Driving Impact Through Others: Successful leaders move away from task management and toward creating the conditions for others to succeed. Although this shift can feel intangible, its effects—like better decision-making and long-term team growth—are meaningful and distinguish the exceptional leaders. From Oversight to Scalable Systems: As responsibilities expand, leaders must focus on high-priority areas and create systems that enable delegation and escalation. Establishing clear thresholds for manager autonomy (e.g., budget limits or hiring decisions) prevents overload and ensures oversight remains strategic - and allows time for reflection - the thinking work of the leader. Success in leadership comes from building systems, letting go of control and trusting others.   GOOD READS Navigating the Jump from Manager to Executive   Ease your Transition from Individual Contributor to Leader | Odgers   Transition Traps - Inspired Leadership

For most of us, workplace engagement isn’t a solo sport—it’s a team one. The ADP (yes, the payroll people) Research Institute’s study across 19 countries found that most of us, regardless of company size, are immersed in team life. In companies of 150 or more employees, 82% of employees work on teams, and nearly 3/4ths juggle more than one team. Even if your employer has fewer than 20 people, 2/3rds of us are teaming up on one, two or even three teams. This matters: team membership doubles our odds of scoring high on Gallup’s engagement metrics, with this research concluding that the sweet spot belonging is being on five distinct teams. It is not just the number of teams, but whether we trust the team leader that can make us 12 times more likely to be fully engaged. Let’s go back to the holy grail of Google’s Project Aristotle, which took team-obsession to a new level.  Google spent twp years studying 180 teams to crack the high-performing team code. They discovered that talent and resources aren’t the magic ingredients—they’re just the gravy. The meat and potatoes or tofu and rice for the team? Psychological safety—the freedom to speak up, take risks, and make mistakes without fear of public humiliation. It turns out, when people feel safe to contribute, they get bold, creative, and collaborative.  Leaders create psychological safety with dependability, structure and clarity, meaning, and impact.  McKinsey’s research builds on this, showing that effective teams come in different “archetypes.” A cycling team is like a NASCAR pit crew—specialized, coordinated, but with independent metrics. Agile software teams are more like relay squads—high interdependence and shared outcomes, where dropped balls ripple through the race. Surgical teams? Think rowing crew—total synchronicity, clearly defined roles, and an unshakable sense of belonging.   To truly hum, teams need to tend to their “health drivers,” grouped into four areas. Configuration means having the right roles and perspectives. Alignment is clarity on purpose and shared commitment. Execution covers collaboration, communication, decision making, and feedback. Renewal—the often-overlooked one—ensures long-term sustainability through belonging, psychological safety, recognition, and trust. Not every team needs to nail all of the team health drivers - of the 17 identified health drivers even top performing teams are only “very good” at about 11, which is like a C-! Four health drivers stand out as the performance heavyweights: trust, communication, innovative thinking, and decision making.  Much of this is what we know - what is surprising is that just getting some of the elements that create healthy and effective teams right is a game-changer in the workplace.

The review process is in general not great.  Research says only 21% of your review reflects your actual performance. The other 79%? Reviewer preferences, interpretation differences, and who happened to see you shine—or not. One person’s “excellent communicator” is another’s “talks too much at meetings.”   Welcome to the land of subjectivity. And let’s not forget the recency bias. Most of us can’t remember what we had for lunch last week, let alone your Q1 wins. Performance reviews often rely heavily on the last six weeks—which means your January brilliance is now irrelevant. We start with a flawed process that can feel deeply personal, which as we know is a bad mix for our ease, meaning and joy at work. So what can we do? Before the review, ask: What’s expected of me? What’s the goal of this review? Do you want a response? When? During the review: Listen—sometimes that’s enough. Keep your cool—even if your face betrays you. Ask questions—gently, curiously. Buy time—especially if you didn’t see it coming. Hunt for the helpful—what’s useful, what’s noise? Craft your response—thanks, questions, or a plan. If you're underperforming—own it. Ask what improvement looks like. Show don’t tell—words are easy, action is powerful. Create a plan—share it, follow up, stay engaged. If you're surprised by feedback, that’s probably not failure—it’s probably information. Maybe your boss doesn’t give real-time feedback. Maybe expectations were never clearly shared. And there are times when we can be just not plugged in and self-aware - considering why we are surprised can be very helpful. And remember: this isn’t just feedback on you. It’s also a window into your boss, your team, and your company. There’s data in how they deliver feedback, what they notice, and what they miss. So take a breath. Accept the review as just one piece of a much bigger picture. Learn what you can. Then, let it go, Elsa. Let it go.   GOOD READS Why You Might Want to Say Goodbye to the Annual Performance Review | Working Knowledge How to Respond to a Performance Review: 9 Tips Employees Need to Know — ManageBetter (32) How to Respond Effectively During Your Performance Review: A Guide to Standing Out and Driving Growth | LinkedIn 17 Phrases To Respond to Constructive Criticism, According to Psychologists - Parade Responding to Feedback You Disagree With Performance Reviews

While openness can build trust, there's a fine line between “vulnerable” and “uh-oh.” Brené Brown, the goddess, says oversharing isn’t true vulnerability—it can actually result in disconnection, distrust, and disengagement. So why do we overshare at work? Sometimes it is because we want to feel seen. Without our usual support systems—family, friends, faith, community—we sometimes turn our coworkers into unwilling therapists. Stress is another biggie – and can cause all of us to vent from time to time. We mistake emotional outbursts for “processing.” Sometimes we don’t realize we’ve gone too far.   Sometimes we misread culture.  Social media has created norms of sharing that are in many cases not appropriate in the workplace. Oversharing risks include: damaged credibility; gossip fuel, confused boundaries and just uncomfortable moments, which lead to uncomfortable relationships. There is some clear guidance here - graphic health details, romantic chaos, money problems, coworker critiques, political or religious rants, constant negativity, and good old-fashioned trauma-dumping are no-gos.  Save that for your best friend. But here’s the nuance: not all sharing is bad.  Strategic vulnerability builds trust when we consider relevance, timing, and audience. Saying “I’m overwhelmed” during a tough week = helpful. Saying “my child was arrested this week and is in jail” in the middle of the Monday morning staff meeting = probably nope.  Telling your supervisor – in private – or a trusted coworker, probably yes.  Your child’s arrest is not relevant to the Monday meeting, but it could very well be relevant to your performance and the need for time off so talking with your boss is appropriate because it is relevant and just with your boss at a time which of course you have confirmed is convenient.  Relevance.  Timing.  Audience. Boundaries aren’t walls—they’re fences with gates. Absolutely we should open those gates, but wisely. Good Reads (and a video!): How to Stop Oversharing at Work (and Move On If You Slip) | The Muse What to Share, What to Hold Back The risks of oversharing at work are real. Here's how to set better boundaries - Fast Company …vulnerability vs. oversharing — where to draw a line?  Why Women Speak In TMI  

Joy! Joy! Joy! SHOW NOTES Let’s start with a clarification: happiness and joy are not identical twins. Happiness is that bubbly high you get from winning a raffle or finding a parking spot downtown—it’s external,  fleeting, like confetti in the wind. Joy, on the other hand, is more of a soul-deep warmth—steady, internal, and linked to meaning and purpose. Happiness is like a 4th of July sparkler and joy is a campfire that keeps you cozy when life gets chilly. Research says we all need three things for a fulfilling life: achievement, meaning, and joy. Most overachievers nail the first two. But joy? That elusive third wheel often gets left in the dust under a pile of emails and grocery lists for our resident overachievers. Why? It is just a matter of time, or rather lack thereof. A study of 1,500 busy Harvard alums found that after work, chores, and basic hygiene, people had a whopping three hours a day left for discretionary joy-seeking. How those three hours are spent is as important as the three hours themselves. Some folks squeezed the last drop of joy out of those hours and others, well, not so much. So, how do the joy-masters do it? Engage with Others: Want joy? Get yourself some good friends—and Kirsten called it -particularly some friends who are good at joy - aka Crina. Meaningful conversation, shared laughs, music and maybe even some outdoor adventure. Joy multiplies when it’s a group project. Avoid the Couch Trap: Passive downtime (we’re looking at you, Netflix and doomscrolling) scores low on the joy meter. Opt for active pursuits—gardening, hiking, baking, even volunteering. Your joy-o-meter will thank you. Follow Your Passion: Do what you love. Autonomy is joy’s secret sauce. Mix It Up: Variety is the spice of joyful life. Too much of one hobby leads to diminishing returns (yes, even pickleball). Keep your free time fresh. Protect Your Time: Guard your off-hours like a mama bear. Detaching from work is essential. Each extra work hour may rob you of joy—each hour of leisure gives it back. In the end, joy isn’t a luxury—it’s a rebellion, a survival tactic, and maybe, just maybe, your best productivity hack yet. Good Reads: How the Busiest People Find Joy Unwrapping the Science of Joy - John Templeton Foundation  

It’s time to focus on the often-misunderstood art of assertiveness—what it is, what it isn’t, and how learning to speak up for yourself with clarity and respect can change your life. Whether it is Crina telling it like it is or just learning to speak up with friends, this episode illustrates just how transformative assertiveness can be, especially for those of us who’ve spent years saying “yes” when we really meant “no.” Drawing on guidance from the Mayo Clinic, the episode breaks down assertiveness as a healthy, balanced communication style—firm but respectful, confident without being combative. It’s a powerful antidote to stress, resentment, and burnout, especially if you tend to overextend yourself in an effort to keep the peace. Unlike aggression, which bulldozes others, or passivity, which erases your own needs, assertiveness helps you communicate clearly while still honoring relationships and boundaries. Listeners are reminded that assertiveness isn’t about being the loudest voice in the room—it’s about knowing what you need, expressing it directly, and listening to others with the same respect you expect in return. It’s a skill, not a personality trait, and it can be learned and practiced. The episode offers practical tools: use “I” statements to own your feelings, practice saying no without apology, and pay attention to your body language—standing tall, making eye contact, giving yourself some time to respond and staying calm in moments of tension.  And any of us who struggle with this may want to start small. You’ll also learn how to identify the traps of passive or passive-aggressive behavior—like saying yes when you mean no, or expressing frustration through sarcasm—and how these patterns can damage relationships and leave you feeling powerless. With time and effort, assertiveness can lead to greater self-confidence, healthier connections, and more honest communication both at work and in your personal life. The takeaway? Assertiveness isn’t just about getting what you want—it’s about being clear about who you are. Whether you’re dealing with a pushy colleague, a longtime friend, or a well-meaning but overbearing father-in-law, learning to assert yourself with clarity, confidence and calm is one of the most powerful tools we can develop. Good Read:   Being assertive: Reduce stress, communicate better - Mayo Clinic

“Mattering,” is  one of the most underrated superpowers in the workplace!. Not "I got a cupcake on my work anniversary" mattering—but the real, gut-level kind where you feel seen, valued, and essential. Turns out, this isn't fluff. According to Crina, It's fuel. Now, let’s clear something up: mattering isn’t the same as belonging. Belonging says, “You’re one of us.” Mattering says, “You’re essential to us.” It’s not just about being invited to the meeting—it’s knowing your presence changes what happens in the room. We explore how leaders can make mattering happen through one simple (but wildly uncommon) practice: noticing. It’s seeing your team for more than their output. It’s remembering that Ava’s prepping for a big client meeting or that Margaret is quietly holding the team together. As an example, it is the lovely leader who wrote down one meaningful detail about each employee every Friday and followed up on Mondays. No grand gestures—just consistent, personal attention. Her team was consistently the most engaged in the building. And it’s not just about seeing—it’s about hearing. We go beyond the nod-and-smile version of active listening to something deeper. It’s listening for total meaning—what people say, how they say it, what they don’t say, and what they’re feeling underneath. It’s following up. It’s asking, “What did you mean by that?” or “How did that feel?” or “Tell me more” and being ready to actually hear the answer. We also talk about how to affirm people without sounding like a motivational poster. True affirmation is personal and specific. It’s not “you’re amazing”—it’s “your attention to detail really added to the quality of our work product.” When people feel their unique strengths are noticed, they show up stronger, take feedback better, and stay longer. Ease. Meaning. Joy. They’re not nice-to-haves. They’re what happens when people know they matter. Let’s get after creating some mattering! More to read: The Power of Mattering at Work

There’s a persistent and punishing myth out there: that a college degree is the only ticket to a good life. Spoiler alert—it’s not. And the people hit hardest by this myth? Women without degrees, especially women of color, who are holding up families, caregiving, and entire communities while being boxed out of opportunity by arbitrary job requirements and social stigma. Four out of five non-graduates say they’ve experienced some form of judgment for not having a degree. Education-based stigma and discrimination among young adults not in 4-year college | BMC Psychology.  Many employers still cling to degree requirements as if they are a magic wand for competence. Meanwhile, a generation of students is waking up to the fact that college isn’t the only (or even the best) path. In 2023, there were four million fewer college students than a decade ago. Interesting. But for non-college women, the journey without packing a college degree is anything but scenic. The economic reality is significant. Half of working-age non-college women aren’t working full-time. Their median annual income is just $35,000—30% less than non-college men. And while non-college men still find decent-paying jobs in fields like manufacturing or construction, the landscape for women is shrinking fast. Their sectors—think retail, caregiving, service—are unstable, underpaid, and rarely lead to careers. Third Way. And yet, these women are the backbone of millions of households. Nearly four million homes with children rely solely on the income of a woman without a college degree. And while certificates and credentials could help, they don’t offer women the same financial bump they give men. A woman earns just a 16% wage premium from a certificate; men get 27%. So why do degree requirements still rule? Employers think they signal capability. But studies are questioning the ROI of four-year degrees, and forward-thinking companies (and states!) are finally ditching the B.A. bias. More than 20 states have scrapped degree mandates for government jobs, and Congress is cooking up bipartisan plans to fund non-traditional learning paths through the Stronger Workforce for America Act and the Workforce Pell Act. The takeaway? The “paper ceiling” is cracking. But breaking it wide open means recognizing that skill, drive, and talent don’t come with a diploma. It’s time we rewrite the rules—and the résumés—to build a workforce that actually works for everyone. Another good read: Americans can get behind dropping degree requirements—but employers and hiring managers keep propping up the 'paper ceiling' | Fortune

Trust in leadership is eroding, with only about one in five employees reporting confidence in their leaders (Gallup, 2023). What’s going wrong—and more importantly, what does it take to lead in a way that earns trust?  The answer to this question is simply bringing our authentic selves to our leadership.   Research on authentic leadership shows that effective leaders don’t follow a specific checklist of traits or styles. Instead, leadership grows from a much deeper place: our life stories. Drawing from interviews with over 100 leaders and thousands of pages of transcripts, researchers found that great leadership is shaped through real-world challenges, self-reflection, and a willingness to lead from our values.  Discovering Your Authentic Leadership Authentic leaders aren’t simply “being themselves”—they’re doing the ongoing work of knowing themselves. That includes: -Reflecting on life experiences, including adversity, to understand what drives them-Practicing their values, especially when it’s hard or costly-Balancing extrinsic rewards (recognition, promotions) with intrinsic purpose   (meaning, impact)-Building strong support teams that offer perspective, truth, and unconditional encouragement This research challenges the idea that leadership is about image, status, or "executive presence." Instead, proposes effective leadership grounded in honesty, clarity, and the courage to lead with integrity—even when it is uncomfortable or comes at a price. Our life experiences are what can create a platform for strong leadership - everything from working with some not-so-great bosses to how parents, losses, and major setbacks can unexpectedly shape our leadership style. Authentic leadership isn’t about having all the answers. It’s about having the courage to live your questions out loud. Another good read: Why Trust in Leaders Is Faltering and How to Gain It Back.

If you're powering through your day like a caffeine-fueled robot with no off switch—stop. Your brain and body are not machines. We are more like rechargeable batteries, but we need to recharge.  On this episode of Crina and Kirsten Get to Work, our hosts discuss giving IT (all of IT) a rest.   SHOW NOTES A break is not a luxury—it's a necessity. A German study found that we respond to physical overload with back, neck and shoulder pain.  Our bodies are talking to us, but are we listening?  And our brains do something similar - short-circuiting into anger, passivity, or full shutdown mode (hi, doom scrolling in the bathroom).  Breaks help avoid those responses - and in fact are alarms from our bodies, brains and souls that we need to give it a minute (and maybe lots more)  While there is nothing wrong with guilty social media scrolls or fake “I’m just checking email” moments, we need actual pauses—time for your body and mind to reset. We may think that breaks are the enemy of productivity—but research says breaks are golden ticket to performance and productivity. Breaks replenish glucose, reduce stress hormones, and activate the brain’s “default mode network,” a magical zone responsible for creativity, introspection, and those “aha” moments (yes, even Pixar movies have emerged from a well-timed lunch break). And it’s not just your brain that benefits. Animal shelter workers who took breaks lasted longer in their careers, and team breaks build trust and improve collaboration. Even short “microbreaks” matter—especially when they come after tough meetings or demanding tasks. The barriers? Hustle culture, guilt, tech, and the glorification of burnout. But changing the narrative around unproductive time is crucial. Walk.  Get out in nature - heck, check out those orca videos.  Stretch. Nap. Stare at trees. Laugh at a meme. Walk your dog. Daydream. Call your mom. Whatever recharges you. Because the ultimate flex isn’t grinding 24/7—it’s knowing when to step away.  Good Reads: A Guide to Taking Better Breaks at Work – Harvard Business Review, Feb 2025 How to Take Better Breaks at Work, According to Research – Harvard Business Review, May 2023 Impact of Recovery Breaks on Work-Related Musculoskeletal Disorders – Applied Ergonomics, 2023 The Distracted Mind: Ancient Brains in a High-Tech World, Rosen & Gazzaley

Buckle up buttercups, we're diving into the panacea or peril of the four-day workweek. As always, we get to use our critical minds and decide for ourselves.   SHOW NOTES The five-day workweek is one of the the results of worker safer reforms in the 1930s.  As a society, we concluded and adopted laws that provided greater compensation for workers when they worked in excess of 40 hours in a week.   This was consistent with what has been a 100 year trend of working less - at least until the 1970s—when we started working more. This working more may explain the growing number of companies and countries (aka Iceland) that have adopted the four day work week,   Let’s start with Iceland—the poster child for all kinds of worker and gender rights.  After a wildly successful pilot starting in 2015, 90% of its workforce now enjoys a 36-hour week, full pay, and more time for fjords, knitting, or just plain breathing. The best part? Productivity didn’t drop. In some sectors, it rose, as did mental health and happiness. It sounds like employee satisfaction and improved mental health for the win!! Here in the U.S., four-day weeks are gaining ground. In 2024, 22% of workers said their employers offer one (up from 14% in 2022). But not all 4-day weeks are created equal. Some compress 40 hours into four 10-hour marathons, while others reduce hours and pay and, the best for employees, reduced hours without a reduction in pay.  Still, it’s not all sunshine and extra Sundays. Critics warn of scheduling chaos, uneven workloads, and—gasp—selection bias in studies. And let’s be honest, if the culture still glorifies overwork, slapping on a shorter week won’t fix burnout. So what now? Tune in for the full scoop—history, data, debates, and what it takes to truly work less and live more. GOOD READS Iceland Embraced a 4-Day Workweek in 2019 – Now, Nearly Six Years On, All Gen Z Forecasts Have Materialized Days of Work over a Half Century: The Rise of the Four-Day Workweek - Daniel S. Hamermesh, Jeff E. Biddle, 2025 4 Day Week Global Challenging The Hype: Why A 4-Day Work Week Won’t Solve Burnout A Guide to Implementing the 4-Day Workweek The rise of the 4-day workweek

We all know that our jobs can impact our health: from sleepless nights to skipped meals, your job can take it’s toll. But research shows us that the cumulative impacts of these offenses might be harming you more than you think.  SHOW NOTES Emily, a mom on the internet, said the quiet part out loud: admitting they daydream about being hospitalized—not because they want to be sick, but because it’s the only way they’d be "allowed" to rest without guilt. Another mom chimed in, saying her fondest memory of the year her third child was born was, bizarrely, the emergency appendectomy that forced her to let her husband give the baby formula, pawn off the toddlers, and finally sleep. It’s not the hospital gown that’s appealing—it’s the mandatory break, the absence of decision-making, and the fact that, for once, no one needs anything from you. This kind of exhaustion isn’t just a mom problem—it’s a work problem, too. Work and health are in constant tug-of-war. When we sacrifice sleep to meet deadlines, skip meals to catch up, or forgo vacation because "the team needs us," the cost isn’t just burnout; it’s actual, measurable harm to our well-being. Studies have shown that people who don’t take vacations die younger, those in high-stress, low-control jobs face skyrocketing rates of depression, and shift workers can experience full-blown health crises just from disrupted sleep. But work isn't inherently bad. Done well, it gives us purpose, community, pride, and even joy. The problem is when it tips into overwork, disconnection, and stress without relief. Research as far back as the 1930s and current research all point to the same thing: whether it’s unemployment or toxic employment, when we lose the ability to balance work with health, meaning, and community, we suffer. And the kind of work we do can also impact our health:  miners; airline pilots, law enforcement - these are all jobs that even in the best of circumstances present challenges to taking care of our physical health. The message here is be aware of how your work impacts your health and consider measures to mitigate those aspects negatively impacting health and emphasize those aspects that improve your health.

Today on Crina and Kirsten Get to Work, our hosts have “the talk”—no, not that one. We’re talking money—earning it, saving it, investing it, and, most importantly, not stressing ourselves into a financial spiral.  While our dynamic duo are certainly not investment experts, they are two regular chicks talking about what regular chicks think about and do with their hard earned dollars. First things first: stop punishing yourself for things beyond your control (looking at you, scale). Instead, focus on what is in your control—like making smart money moves, setting yourself up for financial success, and dodging bad investment advice from that one cousin who just put every penny they have in crypto. Women have historically been encouraged to save, but not necessarily invest. That’s changing. More women than ever are putting their money to work—seven in ten now own stock, a massive jump from last year. Gen Z women are leading the charge, with 71% already investing in the stock market, outpacing older generations. Even so, financial stress is real. More than half of working women feel behind on retirement savings, and nearly half say money negatively impacts their mental health. Despite the challenges—hello, gender pay gap, unpaid labor, and single-parent superhero status—women are financial powerhouses. We are most proud of providing for our families, paying off debt, and saving for the future. Unfortunately, the financial industry still has work to do to provide the kinds of services we women want. Nearly two-thirds of us lady breadwinners say it’s patronizing, catered to men, and assumes their spouse is the primary earner. But that hasn’t stopped us from taking charge of their money. The reality? By 2030, women in the U.S. will control much of the $30 trillion in assets currently held by baby boomers. That’s a serious power shift. What is the biggest money regret we have? Not investing sooner. But here’s the good news: it’s never too late. Step one is checking in on your financial health—do you know your 401k balance? Can you cover an emergency expense? Then, put your money to work.  Women are stepping up, showing up, and investing like bosses. So let’s keep the momentum going—our future (and our wallets) depend on it.

Status and power are major players in our work life and understanding how each works and how each can create more ease, meaning and joy in our work lives is a game changer.   SHOW NOTES Status is everywhere, whether we acknowledge it or not. It’s reflected in whether we are acknowledged in a meeting, how fast our emails get answered, or whether we are invited - really anywhere. Unlike power, which controls resources (think money, hiring decisions, or influence), status is all about perception—how others value us. And the kicker? We can’t just take status; it’s earned (and re-earned) through the judgments of those around us.  Power is something given to you (and probably because of our status), unless of course you stage a coup, which is tricky in the workplace. :-) But here’s where it gets tricky: women face the likability bind—the frustrating double standard that says we can be warm or assertive, but not both. Allison Fragale discusses her book, Likable Badass on Work Life with Adam Grant.  She shares how women often self-sabotage by downplaying success, rejecting compliments, or apologizing unnecessarily. The key to breaking free? We build status by owning our story, being bold about our ambitions and letting others see what’s possible through our confidence. So, how do we build status? Two drivers lead the way: competence and care.  Competence is about doing good work, and also conducting ourselves in a way that inspires confidence in our competence.  We do this by showing up, adding value, and not being afraid to contribute our talents.  Have we made a commitment to be aware of where we can add value in the workplace?  Do our coworkers and bosses trust us to do what we say we will do and do it well?    Care is about earning respect and influence through authenticity and generosity. We are women - of course we know what “care” is - well, mostly anyway (and kudos to those of us who live a little more free in this area).  Care is sharing credit, lifting others up, being generous, seeing other people, doing something extra (selectively), letting others know we know the importance of our work and our commitment to that work.   As we show up and do our work with competence and care, we build status.  And status is what elevates us in the minds of others and leads to more opportunity and reward.  As we manage our status, we need to think of these two elements - competence and care and how we create that in the workplace.     Managing our status is about presenting our authentic self at work - it is not about being something you are not.  Listen in on how to manage your status . . .    Worklife with Adam Grant Likable Badass: How Women Get the Success They Deserve by Allison Fagale

Happy 10th anniversary to the McKinsey & Leanin “Women in the Workplace” report! This is the largest study on the state of women in corporate America, and a bit of a tough pill to swallow as the authors analyze data from the past decade to understand progress, decline, and stagnation in women’s representation and experiences.   The report's findings show that while companies have taken action that led to some progress—more women in leadership, better policies for employees, and increased efforts to foster inclusion—change is hard and messy. Gains are fragile and less extensive than they appear, and company commitment to diversity is declining. Despite an increase in women’s representation and expanded company efforts, the workplace has not gotten better for women. Women continue to worry it will be harder for them to advance, and their day-to-day interactions look largely like they did in 2015.   The report also found that women continue to face barriers at the beginning of the pipeline. For every 100 men promoted to manager, only 81 women were promoted. This "broken rung" makes it nearly impossible for companies to support sustained progress at more senior levels. In addition, women's progress in senior leadership is fragile and diversity efforts are decreasing, which is concerning.   The McKinsey report concludes that the elements needed to create equity in the workplace are declining. It's clear that companies need to do more to support women's advancement and create a more equitable workplace!  This includes continuing to work on changing employee behavior, engaging men to be part of the change, and continuing to deliver the inclusion message…keep it up, sisters!