WEBVTT - Self-care tips when your job gets too stressful

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<v Speaker 1>You're listening to a CNA podcast.

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<v Speaker 1>Hi, welcome to the Work It podcast with Tiffany and Gerald.

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<v Speaker 1>Last month, we talked a little bit about high pressure

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<v Speaker 1>jobs with a CNA Today colleague, but after that podcast

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<v Speaker 1>went out, I thought we really need to talk about

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<v Speaker 1>how to cope with workplace stress. Each day at work,

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<v Speaker 1>I have multiple things on my to do list. Sometimes

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<v Speaker 1>I have to have lunch at my desk and once

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<v Speaker 1>I'm locked off, it's off to my second shift, my

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<v Speaker 1>life as a mom.

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<v Speaker 1>Now Gal, you manage your own time and business. What

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<v Speaker 1>are some stresses you typically face and do you try

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<v Speaker 1>and add in some, you know, me time or self-care

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<v Speaker 1>time in your day? Well, Tiffany, I'm with you on this.

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<v Speaker 1>For me, it's a lot about dealing with things in

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<v Speaker 1>my mind, right, about dealing with expectations from others and

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<v Speaker 1>of myself as well. I think being a business owner

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<v Speaker 1>plus the many other things that I do in my

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<v Speaker 1>other parts of my life like my church.

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<v Speaker 1>I do need to know how to prioritize and also

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<v Speaker 1>know what to react to and what not to react to.

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<v Speaker 1>It's definitely not easy and in Singapore, we often hear

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<v Speaker 1>many people struggle with like time and everyone is just

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<v Speaker 1>in a perpetual busy mode. So this question about how

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<v Speaker 1>do we take care of ourselves when our work is

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<v Speaker 1>so demanding.

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<v Speaker 1>And do we really need like a lot of leave

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<v Speaker 1>brakes just to fully recharge? So today I'm really happy

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<v Speaker 1>that we have two people whose jobs are extremely demanding,

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<v Speaker 1>but yet at the same time, they have found time

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<v Speaker 1>to put together a book on how small actions can

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<v Speaker 1>make a difference to their work, right? So with us,

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<v Speaker 1>we have Dr. Adaira Landry. She's an assistant professor at

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<v Speaker 1>Harvard Medical School and an emergency medicine physician at Brigham

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<v Speaker 1>and Women's Hospital. Hi,

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<v Speaker 2>thank you so much.

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<v Speaker 2>Thanks for having us.

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<v Speaker 1>And we also have Dr. Risa Luis, a professor of

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<v Speaker 1>emergency medicine at the University of Alabama at Birmingham.

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<v Speaker 2>Hi, it's great to be with you.

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<v Speaker 1>Thanks so much ladies for speaking to us all the

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<v Speaker 1>way from the US. Now both of you have worked

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<v Speaker 1>in emergency medicine and I'm sure when you were there,

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<v Speaker 1>everything felt pressing, right, because you are making life and

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<v Speaker 1>death decisions. Was there a turning point where you realized

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<v Speaker 1>that

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<v Speaker 1>Your body was holding on to too much stress or

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<v Speaker 1>any indication there was something wrong. Ressa,

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<v Speaker 2>I think in selecting emergency medicine, I knew that I

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<v Speaker 2>was selecting a field that wasn't necessarily consistent with circadian rhythms,

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<v Speaker 2>i sleeping.

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<v Speaker 2>And really good physical, mental, social, emotional, all the ways

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<v Speaker 2>that one could be healthy. Now, when you're in training,

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<v Speaker 2>you don't want to get in trouble, you want to

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<v Speaker 2>do a good job, you're working hard and the responsibilities

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<v Speaker 2>for you to take care of patients.

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<v Speaker 2>So the shift never had any time to take a

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<v Speaker 2>break to eat built in. However, in the hospital where

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<v Speaker 2>I worked, there was a coffee shop. So I shared

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<v Speaker 2>the story of speed walking to the coffee shop, grabbing

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<v Speaker 2>a small coffee, grabbing a bagel, and by the time

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<v Speaker 2>I had sped walked back, I had inhaled the bagel

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<v Speaker 2>and I had the coffee for the rest of the shift.

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<v Speaker 2>And actually, Adara and I wrote an article about agency

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<v Speaker 2>and how

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<v Speaker 2>Microskills is certainly about navigating the workplace and professional journey,

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<v Speaker 2>and we believe though that amidst these large institutions where

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<v Speaker 2>you feel like you have no control and no agency,

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<v Speaker 2>there really can be agency. And so I think it's

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<v Speaker 2>really important even on the busiest shifts to figure out

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<v Speaker 2>ways to eat, to figure out ways to make sure

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<v Speaker 2>you get sleep. And the final thing that we talk

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<v Speaker 2>about in medicine, and there's more than 3, but these

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<v Speaker 2>are 3 that we, we called out.

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<v Speaker 2>is calling in sick when you're sick because it's kind

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<v Speaker 2>of funny, not funny. We see many doctors in training

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<v Speaker 2>and faculty doctors like walk around the emergency department with

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<v Speaker 2>an IV in their arm. Maybe they had food poisoning

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<v Speaker 2>because they ate something bad. Maybe they're pregnant in the

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<v Speaker 2>first trimester and have morning sickness, or maybe they have

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<v Speaker 2>a bad migraine headache. We've certainly seen people kind of

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<v Speaker 2>just work through it with the IV in their arm, medicine,

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<v Speaker 2>fluids to continue to see patients and

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<v Speaker 2>You know, again, we all know that that's not right

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<v Speaker 2>for anybody, for patients, for the doctor, for the teams,

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<v Speaker 2>for anybody. I'll add, I think one of the harder

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<v Speaker 2>parts is that it's not modeled for us, how to

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<v Speaker 2>take care of our own health, our own personal health.

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<v Speaker 2>And I would say I did not learn how to

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<v Speaker 2>take care of myself from a colleague. I actually learned

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<v Speaker 2>it from a patient. I had a patient, he came

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<v Speaker 2>in with terminal cancer. It was very obvious that he

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<v Speaker 2>was not going to be living for much longer, and

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<v Speaker 2>I happened to just ask him, because it was a

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<v Speaker 2>slow shift and I love to get to know my patients,

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<v Speaker 2>how did you come to get diagnosed with cancer?

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<v Speaker 2>And in that story, he shared that he was on

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<v Speaker 2>his last day of working as a consultant. He hung

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<v Speaker 2>up the phone and looked at his wife and said

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<v Speaker 2>to her, I'm all yours now because he had really

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<v Speaker 2>been spending his entire mid-adult life consumed by working, and

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<v Speaker 2>he was finally able to spend time with his wife.

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<v Speaker 2>They were actually in the car when he told her this,

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<v Speaker 2>driving to a primary care doctor's appointment because he had

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<v Speaker 2>been having some back pain and his doctor was like, oh,

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<v Speaker 2>it's probably just a kidney stone. Let's just check.

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<v Speaker 2>And within an hour of him hanging up the phone,

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<v Speaker 2>he was in the doctor's office getting a diagnosis of

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<v Speaker 2>terminal cancer. And what he said to me was so striking.

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<v Speaker 2>He said, I worked my entire life for just that

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<v Speaker 2>one hour of freedom. And at that moment I was like,

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<v Speaker 2>oh my God, I am this person. I, I am

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<v Speaker 2>this person who was just like, my own needs, my

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<v Speaker 2>own health.

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<v Speaker 2>And not even just my own personal needs, it's also

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<v Speaker 2>like the needs of my family, hanging out with them,

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<v Speaker 2>spending time with them, my own hobbies, all of that

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<v Speaker 2>was being deferred to this like later life that was

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<v Speaker 2>assumed to be there, right, retirement. And I think in

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<v Speaker 2>our line of work, we see so many people not

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<v Speaker 2>reach that journey of like freedom. And for me, I

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<v Speaker 2>don't think I really ever had an attending, so a

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<v Speaker 2>supervising doctor.

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<v Speaker 2>sit me down and say, hey, it seems like you're

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<v Speaker 2>not really prioritizing your own needs.

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<v Speaker 1>So there was always a reward for pushing yourself. I

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<v Speaker 1>think Tiffany, that sounds like us in Singapore as well, right?

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<v Speaker 1>It's not just in medicine, but I think in many,

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<v Speaker 1>many areas of our work.

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<v Speaker 1>People glorify themselves by saying that they're busy and they

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<v Speaker 1>didn't have time to eat. It's almost like a badge

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<v Speaker 1>of honor, right? And it perpetuates this thinking that then

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<v Speaker 1>if I have to do self-care, it has to be long.

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<v Speaker 1>It has to take up time, I have to take

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<v Speaker 1>3 holidays a year.

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<v Speaker 1>I have to spend a whole day by myself, but

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<v Speaker 1>all these things take time, right? And from your experiences,

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<v Speaker 1>is there a way to just have pockets of self-care

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<v Speaker 1>during the day, throughout the day so that you don't

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<v Speaker 1>kind of like run out of steam.

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<v Speaker 2>I think you really set up for us to discuss

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<v Speaker 2>deliberate rest. Deliberate rest could be having a meal with friends.

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<v Speaker 2>Deliberate rest could be making sure you exercise. Deliberate rest

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<v Speaker 2>could be reading a book, not for your profession, but

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<v Speaker 2>for pleasure. It can mean also like taking a walk

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<v Speaker 2>in nature. So these types of breaks, these deliberate intentional

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<v Speaker 2>breaks where you're resting, when you return back to the work,

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<v Speaker 2>you're even more efficient, you're even more focused, and that

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<v Speaker 2>has proved true over and over again for me. So

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<v Speaker 2>I really have reworked the way I schedule my days

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<v Speaker 2>and my evenings.

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<v Speaker 1>So it's interesting that you brought up examples about taking walks,

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<v Speaker 1>reading books. If I'm reading a book, I'm sure my

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<v Speaker 1>mind stays on the book, but if I'm walking, my

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<v Speaker 1>mind will start to wander. So I bet

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<v Speaker 2>all four of us are like that, that even though

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<v Speaker 2>we're walking in nature, our mind is still going like

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<v Speaker 2>right when I'm done with my nature walk, I need

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<v Speaker 2>to do this, I'm going to do this. The science

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<v Speaker 2>shows that even just being in nature exposing to nature

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<v Speaker 2>does something to us and I'll use the example, there's

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<v Speaker 2>a book called Your Brain on Art.

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<v Speaker 2>If you go to a museum or if you go

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<v Speaker 2>listen to music, like you feel it, it does something

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<v Speaker 2>to you, it moves you, it penetrates you. And so sure,

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<v Speaker 2>maybe we're still thinking about the work we need to

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<v Speaker 2>get back to or our to do list, but we've

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<v Speaker 2>taken ourselves out of that environment of work, of sitting

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<v Speaker 2>at the desk, of staring at the screen, that actually

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<v Speaker 2>is restorative and does give us that break and

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<v Speaker 2>I actually think about it, it allows me to also like,

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<v Speaker 2>as I'm thinking, I'm like, oh, you know what, that's

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<v Speaker 2>not important. I can take that off my task list.

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<v Speaker 2>So you know what, that is high priority. I got

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<v Speaker 2>to make sure I, that's the first thing I need

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<v Speaker 2>to take care of. It allows you to sort of reflect,

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<v Speaker 2>these of be quieting the mind. There are many ways

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<v Speaker 2>to quiet the mind, swimming, something where you're doing a

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<v Speaker 2>repetitive behavior can do.

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<v Speaker 2>for some people.

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<v Speaker 1>In this book that you've written, microskills and there are

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<v Speaker 1>9 steps on 9 micros skills to help with self-care.

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<v Speaker 1>The other tip that I've noticed and I thought it

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<v Speaker 1>was really interesting is to have a personal board of directors.

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<v Speaker 1>Explain to us what is that and who should be

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<v Speaker 1>in your inner circle.

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<v Speaker 2>A personal board of directors is

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<v Speaker 2>what it sounds like. It's a team of people, a

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<v Speaker 2>very dynamic team, meaning it's not a static group of

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<v Speaker 2>people who are around you at all fixed times of life.

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<v Speaker 2>It's shifting, it's changes in proximity. So someone might be

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<v Speaker 2>very close to you for one period of time and

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<v Speaker 2>then 6 months later, perhaps they're a little bit more

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<v Speaker 2>drifted away because the need is changed. But it's this

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<v Speaker 2>idea that you have people around you who have specialized

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<v Speaker 2>skill sets.

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<v Speaker 2>That can help support you. For instance, around my personal

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<v Speaker 2>board of directors, I might have someone who I go

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<v Speaker 2>to once, twice a year for personal finance questions about

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<v Speaker 2>investing strategies with taxes.

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<v Speaker 2>I have someone else who I go to way more

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<v Speaker 2>regularly in regards to raising my children because I have

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<v Speaker 2>mentors for motherhood. I have someone for writing, someone who

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<v Speaker 2>I go to to help me sort of better learn

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<v Speaker 2>the craft of writing. They read a lot of my work,

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<v Speaker 2>they comment on it, they meet with me regularly.

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<v Speaker 2>And so these are people who just have like finite

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<v Speaker 2>skill sets and they sit at this theoretical table around me,

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<v Speaker 2>almost like a long boardroom table you would see if

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<v Speaker 2>you walked into a business room, right? And they sit

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<v Speaker 2>around me and they add to my growth. It's important

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<v Speaker 2>to remember that this team is always expanding, right? So

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<v Speaker 2>there's always this like open seat where you're hoping that

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<v Speaker 2>as you're networking and meeting more people, you find others.

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<v Speaker 2>Who you can bring onto your personal boards. One last

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<v Speaker 2>comment about this idea of networking that we talk a

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<v Speaker 2>lot about is it's not just taking from others. There's

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<v Speaker 2>this very important need for you to also think about

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<v Speaker 2>how you can help give. And our first microscope of

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<v Speaker 2>the book is nourishing relationships for people you trust because

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<v Speaker 2>we think it's important to not just siphon off content

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<v Speaker 2>from them, right?

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<v Speaker 2>You have to give back the reciprocal nature allows you

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<v Speaker 2>to really nurture that relationship.

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<v Speaker 1>You know this idea of the personal board of directors,

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<v Speaker 1>it really requires us to allow people into our lives first, right?

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<v Speaker 1>It really requires us to be that little bit more vulnerable,

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<v Speaker 1>be willing to stop to listen to what other people

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<v Speaker 1>are saying. I have a friend and I will consider

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<v Speaker 1>this man to be on my personal board of directors

0:11:23.705 --> 0:11:25.786
<v Speaker 1>and he always asked me this question.

0:11:26.099 --> 0:11:28.750
<v Speaker 1>He said, How are you resting? It's like he doesn't ask,

0:11:28.760 --> 0:11:30.919
<v Speaker 1>how are you? because my response would be like, I've

0:11:30.919 --> 0:11:32.598
<v Speaker 1>been busy, I've been doing this, he said, how are

0:11:32.599 --> 0:11:34.320
<v Speaker 1>you resting? He goes straight to the point, right?

0:11:34.780 --> 0:11:37.179
<v Speaker 1>Allowing people like this into your life, it can help

0:11:37.179 --> 0:11:39.608
<v Speaker 1>with the self-care part because you do sometimes need that

0:11:39.780 --> 0:11:42.929
<v Speaker 1>that check-in somehow. Yeah. So some people would ask, I mean,

0:11:43.059 --> 0:11:45.419
<v Speaker 1>if they can get behind the concept of personal board

0:11:45.419 --> 0:11:48.429
<v Speaker 1>of directors, but I guess the question is how does

0:11:48.429 --> 0:11:52.580
<v Speaker 1>that translate to self-care in the workplace? Like how do

0:11:52.580 --> 0:11:56.710
<v Speaker 1>these people help me to care for myself at work?

0:11:56.900 --> 0:11:59.049
<v Speaker 2>I think it's really good to have someone on your

0:11:59.049 --> 0:12:00.020
<v Speaker 2>board of directors

0:12:00.090 --> 0:12:03.780
<v Speaker 2>really emphasizes that question you just mentioned, Gerald, like, how

0:12:03.780 --> 0:12:06.919
<v Speaker 2>are you resting. So for me, I'm an advisor for

0:12:06.919 --> 0:12:09.339
<v Speaker 2>the Harvard Medical School, so I have like 45 students

0:12:09.340 --> 0:12:12.780
<v Speaker 2>who I oversee regularly. They all sort of consider me

0:12:12.780 --> 0:12:17.049
<v Speaker 2>their self-care board member because I start every single meeting,

0:12:17.219 --> 0:12:21.010
<v Speaker 2>every single time with tell me about your mental, physical,

0:12:21.059 --> 0:12:24.299
<v Speaker 2>and social health. And I'm very direct about asking. So

0:12:24.299 --> 0:12:27.369
<v Speaker 2>how's your mood? How are you feeling about life?

0:12:27.849 --> 0:12:30.690
<v Speaker 2>How are you exercising? I asked someone, something similar, how

0:12:30.690 --> 0:12:33.849
<v Speaker 2>are you resting or how do you relax? And then

0:12:33.849 --> 0:12:36.039
<v Speaker 2>I asked, who, who have you spent time with recently,

0:12:36.049 --> 0:12:39.409
<v Speaker 2>just to try to understand their social dynamic. But we

0:12:39.409 --> 0:12:42.289
<v Speaker 2>talk about that much more than we talk about their

0:12:42.289 --> 0:12:46.650
<v Speaker 2>projects and their research and their grades, because all of

0:12:46.650 --> 0:12:49.880
<v Speaker 2>that is usually a reflection of those first three things,

0:12:50.010 --> 0:12:52.299
<v Speaker 2>their mental health, their physical health, their social health.

0:12:52.690 --> 0:12:55.340
<v Speaker 2>And so I think it's important to try to recruit

0:12:55.340 --> 0:13:00.939
<v Speaker 2>people who you think value well-being and have those folks

0:13:00.940 --> 0:13:04.900
<v Speaker 2>in your corner who can check in with you and

0:13:04.900 --> 0:13:08.140
<v Speaker 2>discuss with you strategies because it's a skill, like well-being,

0:13:08.299 --> 0:13:09.199
<v Speaker 2>self-care is

0:13:09.250 --> 0:13:12.419
<v Speaker 2>Not something that is intrinsic to many of us who

0:13:12.419 --> 0:13:17.960
<v Speaker 2>are probably more so hyperproductive, workaholics, or we just feel

0:13:17.960 --> 0:13:22.500
<v Speaker 2>intimidated to actually set boundaries. So people always think your

0:13:22.500 --> 0:13:24.479
<v Speaker 2>bored must be people that are older than you or

0:13:24.479 --> 0:13:25.710
<v Speaker 2>more experienced than you.

0:13:26.169 --> 0:13:28.780
<v Speaker 2>The same way we picture mentors, and I say that

0:13:28.780 --> 0:13:31.260
<v Speaker 2>one of my favorite kind of mentors, peer mentors, people

0:13:31.260 --> 0:13:34.569
<v Speaker 2>that are my same level, same age, same experience. To date,

0:13:34.820 --> 0:13:38.059
<v Speaker 2>one of my long standing personal board of directors is

0:13:38.059 --> 0:13:41.460
<v Speaker 2>a university friend. He has been my go to person

0:13:41.460 --> 0:13:44.580
<v Speaker 2>with whom I discussed, for example, if I'm considering a

0:13:44.580 --> 0:13:48.539
<v Speaker 2>job position. Number one, weighing it, but also then talking

0:13:48.539 --> 0:13:49.619
<v Speaker 2>about how to

0:13:50.119 --> 0:13:53.010
<v Speaker 2>negotiate. He's also someone that I call, and I have

0:13:53.010 --> 0:13:55.089
<v Speaker 2>a few people because you don't want to tax one

0:13:55.090 --> 0:13:57.169
<v Speaker 2>person more than others. You want to spread out sort

0:13:57.169 --> 0:13:59.449
<v Speaker 2>of the asks. This is someone I call when I

0:13:59.450 --> 0:14:02.608
<v Speaker 2>have a difficult conversation, we role play the conversation and

0:14:02.609 --> 0:14:05.770
<v Speaker 2>that's actually one of the great ways to work with.

0:14:05.955 --> 0:14:08.575
<v Speaker 2>board members is to say, hey, can I practice this

0:14:08.575 --> 0:14:11.564
<v Speaker 2>conversation that I'm a little concerned about, but he also,

0:14:11.655 --> 0:14:15.255
<v Speaker 2>even though he is not in medicine or in healthcare,

0:14:15.534 --> 0:14:18.294
<v Speaker 2>has really highlighted for me that all of these different

0:14:18.294 --> 0:14:25.455
<v Speaker 2>industries is all about communication, people management, morale building, navigating conflict,

0:14:25.614 --> 0:14:28.544
<v Speaker 2>these themes which are the themes of our 10 chapters,

0:14:28.575 --> 0:14:30.994
<v Speaker 2>literally go across all work industries.

0:14:31.934 --> 0:14:34.655
<v Speaker 1>Risa, you mentioned about practicing a conversation.

0:14:34.950 --> 0:14:36.919
<v Speaker 1>There is a conversation that I would like to tap

0:14:36.919 --> 0:14:39.080
<v Speaker 1>on both of you for. There's this one tip, one

0:14:39.080 --> 0:14:42.840
<v Speaker 1>microscale that's in the book about offloading routine tasks that

0:14:42.840 --> 0:14:46.320
<v Speaker 1>bring you no joy or purpose. Many Singaporeans will want

0:14:46.320 --> 0:14:49.359
<v Speaker 1>to rehearse that conversation because they can't wait to get

0:14:49.359 --> 0:14:52.239
<v Speaker 1>things off their responsibility, but they don't know how. They

0:14:52.239 --> 0:14:54.760
<v Speaker 1>don't know how to speak to their bosses about it.

0:14:55.219 --> 0:14:57.750
<v Speaker 1>They would just suffer in silence. So tell us, how

0:14:57.750 --> 0:14:59.059
<v Speaker 1>does that practically work out?

0:14:59.229 --> 0:15:02.179
<v Speaker 2>It's very important for us to make it clear that

0:15:02.469 --> 0:15:06.260
<v Speaker 2>we are not referring to the core roles of your job.

0:15:06.349 --> 0:15:09.109
<v Speaker 2>I have given many lectures on this exact topic. We

0:15:09.109 --> 0:15:12.500
<v Speaker 2>should have a sense of happiness, a sense of purpose,

0:15:12.710 --> 0:15:16.549
<v Speaker 2>a sense of growth when we're doing work, right? And

0:15:16.909 --> 0:15:18.989
<v Speaker 2>if you're not having that, then perhaps the work you're

0:15:18.989 --> 0:15:21.950
<v Speaker 2>doing is not right for you. And inevitably, every single

0:15:21.950 --> 0:15:23.059
<v Speaker 2>time I give this lecture,

0:15:23.739 --> 0:15:26.919
<v Speaker 2>Someone more senior raises their hand and says, Are you

0:15:26.919 --> 0:15:30.299
<v Speaker 2>telling people to quit their job? Because if I hired

0:15:30.299 --> 0:15:31.940
<v Speaker 2>you for something and you tell me you're not going

0:15:31.940 --> 0:15:34.010
<v Speaker 2>to do it because it doesn't bring you joy.

0:15:34.479 --> 0:15:36.960
<v Speaker 2>I can't keep you there. And so I think that's

0:15:36.960 --> 0:15:40.250
<v Speaker 2>a big, very important distinction, right? Like I'm a physician,

0:15:40.760 --> 0:15:44.200
<v Speaker 2>I work clinical shifts, and if I were to say

0:15:44.200 --> 0:15:46.830
<v Speaker 2>to my boss, I no longer want to see patients,

0:15:47.239 --> 0:15:49.270
<v Speaker 2>that would be a problem as far as me keeping

0:15:49.270 --> 0:15:52.190
<v Speaker 2>my contract, right? Because that's like the core aspect of

0:15:52.190 --> 0:15:55.590
<v Speaker 2>why I'm hired. What we're referring to is different.

0:15:56.030 --> 0:15:58.869
<v Speaker 2>These are a lot of the more optional tasks that

0:15:58.869 --> 0:16:04.070
<v Speaker 2>still fill our plate, that still cause mental overwhelm and burden.

0:16:04.469 --> 0:16:06.380
<v Speaker 2>In the book, we actually try to take some of

0:16:06.380 --> 0:16:10.140
<v Speaker 2>that challenge off of your plate by providing some scripts

0:16:10.390 --> 0:16:13.349
<v Speaker 2>that will allow you to sort of have a starting place.

0:16:13.799 --> 0:16:17.080
<v Speaker 2>And from there you can workshop. I mean, I would

0:16:17.080 --> 0:16:19.919
<v Speaker 2>say Chat GPT and all sorts of apps can even

0:16:19.919 --> 0:16:23.440
<v Speaker 2>help you further along, but I have used Chat GPT

0:16:23.440 --> 0:16:27.030
<v Speaker 2>as well for navigating conversations in anticipation for having it.

0:16:27.359 --> 0:16:29.270
<v Speaker 2>And so there's all sorts of ways you can do it.

0:16:29.520 --> 0:16:31.479
<v Speaker 2>The idea though is to make sure that the thing

0:16:31.479 --> 0:16:34.559
<v Speaker 2>you are quitting or or leaving behind is not something

0:16:34.559 --> 0:16:36.719
<v Speaker 2>that would actually keep you from keeping your job. And

0:16:36.719 --> 0:16:39.210
<v Speaker 2>and if that is the case, that's an important discussion

0:16:39.210 --> 0:16:41.359
<v Speaker 2>for you to have with your personal board of directors.

0:16:41.729 --> 0:16:44.250
<v Speaker 2>So the way I do it typically is there's something

0:16:44.250 --> 0:16:47.330
<v Speaker 2>I don't want to do. I think about the stakes

0:16:47.330 --> 0:16:50.330
<v Speaker 2>of this. Like, is this something where if if I

0:16:50.330 --> 0:16:53.919
<v Speaker 2>say no or I quit, my supervisor would be upset

0:16:53.919 --> 0:16:58.520
<v Speaker 2>or disappointed. It would impact my salary, my promotion. Like,

0:16:58.770 --> 0:17:01.929
<v Speaker 2>what is the stakes of this thing that I'm stepping

0:17:01.929 --> 0:17:02.650
<v Speaker 2>aside from?

0:17:03.270 --> 0:17:06.300
<v Speaker 2>If it's low stakes, a lot of that fear goes away.

0:17:06.750 --> 0:17:08.589
<v Speaker 2>If I'm worried, that's when I go to my personal

0:17:08.589 --> 0:17:11.099
<v Speaker 2>board of directors and I'm like, Hey, I'm thinking about

0:17:11.430 --> 0:17:14.469
<v Speaker 2>stepping down from this, and I want to know what

0:17:14.469 --> 0:17:16.709
<v Speaker 2>your thoughts are. Is this the right timing? Is this

0:17:16.709 --> 0:17:19.969
<v Speaker 2>the right messaging? Who do I go to first? How

0:17:19.969 --> 0:17:23.270
<v Speaker 2>do I make sure I control the narrative around this?

0:17:23.300 --> 0:17:25.939
<v Speaker 2>And once you get used to this process, it becomes

0:17:25.939 --> 0:17:27.910
<v Speaker 2>much easier every single time.

0:17:28.380 --> 0:17:31.500
<v Speaker 2>Yes. There's a really good graphic in the book where

0:17:31.500 --> 0:17:36.010
<v Speaker 2>we talk about automating, delegating, and there are two others,

0:17:36.260 --> 0:17:38.670
<v Speaker 2>and some things can just be taken off the plate.

0:17:39.219 --> 0:17:43.010
<v Speaker 2>And so certain things, certain tasks can be automated.

0:17:43.444 --> 0:17:46.354
<v Speaker 2>Certain things can be delegated is say you want to

0:17:46.354 --> 0:17:49.675
<v Speaker 2>train up someone who hasn't learned the skill that you

0:17:49.675 --> 0:17:52.954
<v Speaker 2>no longer really are feeling it and you actually don't

0:17:52.954 --> 0:17:56.004
<v Speaker 2>need it for doing the core roles and responsibilities of

0:17:56.005 --> 0:18:00.584
<v Speaker 2>your job by taking things off the plate, that leaves

0:18:00.724 --> 0:18:03.275
<v Speaker 2>opportunity for more things or for you to actually do

0:18:03.275 --> 0:18:04.234
<v Speaker 2>some more of that deliberate

0:18:04.234 --> 0:18:04.675
<v Speaker 1>rest.

0:18:05.109 --> 0:18:07.859
<v Speaker 1>Another thing that resonated with me when I was reading

0:18:07.859 --> 0:18:13.130
<v Speaker 1>your book was to set limits on time spent during meetings. Now,

0:18:13.380 --> 0:18:15.500
<v Speaker 1>this will be a very interesting one for our listeners

0:18:15.500 --> 0:18:17.540
<v Speaker 1>because some people would say, look, I'm not the one

0:18:17.540 --> 0:18:21.209
<v Speaker 1>chairing the meeting, so I can't set a time limit

0:18:21.209 --> 0:18:24.099
<v Speaker 1>on the meeting that I'm going for. Can you help

0:18:24.099 --> 0:18:27.819
<v Speaker 1>us by teaching us how to communicate with our peers

0:18:27.819 --> 0:18:30.819
<v Speaker 1>and our bosses on trying to make a meeting like

0:18:30.819 --> 0:18:33.660
<v Speaker 1>a half an hour meeting rather than a 1 hour meeting.

0:18:34.150 --> 0:18:36.349
<v Speaker 2>I think this is a challenge. I mean, we don't

0:18:36.489 --> 0:18:38.959
<v Speaker 2>say that any of this stuff is easy. It's possible.

0:18:39.069 --> 0:18:41.409
<v Speaker 2>It's a skill, and I think this is a very

0:18:41.410 --> 0:18:44.969
<v Speaker 2>common challenge. I've been in this exact situation. I used

0:18:44.969 --> 0:18:50.569
<v Speaker 2>to have almost 2 hour meetings regularly, and it was

0:18:50.569 --> 0:18:54.530
<v Speaker 2>painful because I think we were probably only productive for

0:18:54.530 --> 0:18:59.180
<v Speaker 2>about 30 minutes or so. There's this part of me

0:18:59.180 --> 0:19:02.329
<v Speaker 2>that wanted to see how my peers felt first before

0:19:02.329 --> 0:19:03.849
<v Speaker 2>I even raised anything.

0:19:04.469 --> 0:19:07.550
<v Speaker 2>Up to the person who was leading this meeting. And

0:19:07.550 --> 0:19:10.349
<v Speaker 2>so I, I definitely remember asking other folks who were

0:19:10.349 --> 0:19:12.109
<v Speaker 2>on my team, like, hey, what do you think about

0:19:12.109 --> 0:19:13.429
<v Speaker 2>these meetings? And a lot of people were like, yeah,

0:19:13.670 --> 0:19:17.189
<v Speaker 2>not very productive, not very helpful. So that was step one,

0:19:17.310 --> 0:19:19.979
<v Speaker 2>making sure that my intuition was correct.

0:19:20.560 --> 0:19:23.609
<v Speaker 2>The second step was really trying to understand the personality

0:19:23.890 --> 0:19:27.609
<v Speaker 2>of the person who's leading this and how they will

0:19:27.609 --> 0:19:30.369
<v Speaker 2>respond to any suggestion. And that was a really important

0:19:30.369 --> 0:19:34.530
<v Speaker 2>step because there are different leadership skills and styles, personality types,

0:19:34.569 --> 0:19:36.680
<v Speaker 2>and so you want to know who you're working with.

0:19:36.849 --> 0:19:39.489
<v Speaker 2>We talk a lot about learning your workplace culture and

0:19:39.489 --> 0:19:43.280
<v Speaker 2>a big part of that is observation, observing just how

0:19:43.280 --> 0:19:46.438
<v Speaker 2>sensitive someone is, how quick they are to respond in

0:19:46.689 --> 0:19:48.530
<v Speaker 2>positive or negative ways.

0:19:49.020 --> 0:19:50.930
<v Speaker 2>And so I think that was my second step was

0:19:50.930 --> 0:19:53.609
<v Speaker 2>just trying to understand like how well does this person

0:19:53.609 --> 0:19:58.000
<v Speaker 2>take feedback? What are the best ways of giving them feedback?

0:19:58.209 --> 0:20:01.369
<v Speaker 2>And then from there, I actually asked a mentor of

0:20:01.369 --> 0:20:04.410
<v Speaker 2>mine what they think about my strategy, what they think

0:20:04.410 --> 0:20:06.920
<v Speaker 2>about telling this person, and I got some feedback there.

0:20:07.329 --> 0:20:09.899
<v Speaker 2>I think I started with just this idea of

0:20:10.270 --> 0:20:12.420
<v Speaker 2>What's best for the team, and I think what's best

0:20:12.420 --> 0:20:15.099
<v Speaker 2>for the team is us being efficient. Yes. And so

0:20:15.099 --> 0:20:18.699
<v Speaker 2>I really framed it around efficiency and sort of use

0:20:18.699 --> 0:20:21.900
<v Speaker 2>language like we have these regular meetings and I'm curious

0:20:21.900 --> 0:20:24.339
<v Speaker 2>if there are ways for us to be more efficient

0:20:24.859 --> 0:20:27.849
<v Speaker 2>towards goals that I think would benefit all of us.

0:20:28.219 --> 0:20:31.010
<v Speaker 2>So instead of having like a two hour meeting regularly,

0:20:31.449 --> 0:20:33.890
<v Speaker 2>What are your thoughts about 30 minutes, and instead we

0:20:33.890 --> 0:20:38.089
<v Speaker 2>use like an hour for our individual goals and we

0:20:38.089 --> 0:20:41.930
<v Speaker 2>work asynchronously. And it actually took some time, I actually

0:20:41.930 --> 0:20:44.438
<v Speaker 2>think it took COVID, because we used to meet in person,

0:20:44.810 --> 0:20:47.409
<v Speaker 2>but it took some time for us to really just

0:20:47.410 --> 0:20:47.699
<v Speaker 2>like

0:20:47.750 --> 0:20:50.489
<v Speaker 2>Welcome. This is a better way. But I think for me,

0:20:50.660 --> 0:20:52.819
<v Speaker 2>it was this idea of like not just like running

0:20:52.819 --> 0:20:56.420
<v Speaker 2>into it and saying, Hey, these meetings aren't working for me,

0:20:56.540 --> 0:21:00.069
<v Speaker 2>but it was like making sure that my intuition was correct,

0:21:00.739 --> 0:21:02.938
<v Speaker 2>understanding who I'm working with and what's their best way

0:21:02.939 --> 0:21:05.599
<v Speaker 2>of getting feedback, getting just a little bit of coaching

0:21:05.599 --> 0:21:06.579
<v Speaker 2>on the language.

0:21:06.979 --> 0:21:10.020
<v Speaker 2>And then phrasing it in a way that benefits them

0:21:10.020 --> 0:21:12.629
<v Speaker 2>and the team, and it's not just like all about me.

0:21:12.750 --> 0:21:15.629
<v Speaker 2>Like this isn't working for me. It was, this isn't

0:21:15.630 --> 0:21:18.109
<v Speaker 2>working for everyone. Here, here are ways that we can

0:21:18.109 --> 0:21:19.228
<v Speaker 2>help everyone.

0:21:19.680 --> 0:21:23.430
<v Speaker 1>Yeah, well, if there's one thing that I'm taking away

0:21:23.430 --> 0:21:27.380
<v Speaker 1>with with me from today's sport, it's really about how

0:21:27.880 --> 0:21:30.510
<v Speaker 1>everything the micros skills are there for us to practice,

0:21:30.670 --> 0:21:34.149
<v Speaker 1>but yet it's a challenge. It's a challenge. It requires

0:21:34.150 --> 0:21:37.349
<v Speaker 1>us to adapt it into our own context and to

0:21:37.349 --> 0:21:41.300
<v Speaker 1>be deliberate intentional in practicing them. So I'm really glad

0:21:41.300 --> 0:21:43.329
<v Speaker 1>that both of you came on here to give us

0:21:43.329 --> 0:21:46.349
<v Speaker 1>this reality check, right? Yes, there are micros skills, but

0:21:46.349 --> 0:21:47.949
<v Speaker 1>you got to be deliberate about it.

0:21:48.239 --> 0:21:51.150
<v Speaker 1>So thank you for your time, Dr. Adara and Dr. Risa.

0:21:51.189 --> 0:21:51.978
<v Speaker 1>Thank you so much.

0:21:52.270 --> 0:21:53.229
<v Speaker 2>Thank you. Thank you.

0:21:57.270 --> 0:21:57.680
<v Speaker 2>Hello,

0:21:57.890 --> 0:22:01.089
<v Speaker 1>this is our Ask Me Anything segment where we take

0:22:01.089 --> 0:22:03.958
<v Speaker 1>on a work-related question that you have sent to us.

0:22:04.250 --> 0:22:07.729
<v Speaker 1>Do continue to write to us. We really, really love

0:22:07.729 --> 0:22:12.280
<v Speaker 1>answering them. Now today's question is sent by our listener, Josiah.

0:22:12.569 --> 0:22:15.689
<v Speaker 1>Let me read, Josiah says, I am job hunting now

0:22:15.689 --> 0:22:18.489
<v Speaker 1>and I understand that it's important to write my resumes

0:22:18.489 --> 0:22:20.160
<v Speaker 1>for the job that I'm applying for.

0:22:20.530 --> 0:22:24.030
<v Speaker 1>But I find it a waste of time to write

0:22:24.030 --> 0:22:28.909
<v Speaker 1>cover letters. Are cover letters really necessary? And if I

0:22:28.910 --> 0:22:31.949
<v Speaker 1>must submit one, how do I make my cover letter

0:22:31.949 --> 0:22:35.948
<v Speaker 1>stand out? Josiah, I feel you. So I'm going to

0:22:35.949 --> 0:22:38.550
<v Speaker 1>ask Gerald this question. Why do we even need cover

0:22:38.550 --> 0:22:40.910
<v Speaker 1>letters in the first place? I think Josiah asked a

0:22:40.910 --> 0:22:43.688
<v Speaker 1>question that many people have in their minds as well

0:22:43.689 --> 0:22:45.829
<v Speaker 1>when they're job seeking, right? Like writing the resume is

0:22:45.829 --> 0:22:47.810
<v Speaker 1>painful enough, right? And then now you got to.

0:22:47.926 --> 0:22:49.635
<v Speaker 1>The cover letter to it and you don't even know

0:22:49.635 --> 0:22:52.556
<v Speaker 1>what it's for. So I think if today we go

0:22:52.556 --> 0:22:53.995
<v Speaker 1>back a little bit in history to where the cover

0:22:53.994 --> 0:22:57.875
<v Speaker 1>letters start from, right? In the 50s, right, in the US,

0:22:58.036 --> 0:23:00.635
<v Speaker 1>they started to ask for cover letters to try to

0:23:00.635 --> 0:23:03.235
<v Speaker 1>understand a bit more of the context of why this

0:23:03.234 --> 0:23:05.895
<v Speaker 1>person is trying to apply for a job. So at

0:23:05.895 --> 0:23:08.436
<v Speaker 1>the back of the cover letter, they have your resume, right,

0:23:08.515 --> 0:23:11.156
<v Speaker 1>or your qualifications, your experiences, but in the front, it's

0:23:11.156 --> 0:23:14.235
<v Speaker 1>meant to be that summary, a quick snapshot of what

0:23:14.234 --> 0:23:15.365
<v Speaker 1>you have and also

0:23:15.411 --> 0:23:16.921
<v Speaker 1>So why are you applying for this job, right? So

0:23:16.921 --> 0:23:19.321
<v Speaker 1>this was done in the 50s and as the name suggests,

0:23:19.401 --> 0:23:22.802
<v Speaker 1>cover letter is meant to cover the the resume. So

0:23:22.802 --> 0:23:25.401
<v Speaker 1>it's the first thing that you should see. But this

0:23:25.401 --> 0:23:28.880
<v Speaker 1>was in the 50s and right now today in our

0:23:28.881 --> 0:23:33.322
<v Speaker 1>modern society where the number of job applications outnumber the

0:23:33.321 --> 0:23:35.880
<v Speaker 1>number of jobs on average I think 200 plus, easily

0:23:35.881 --> 0:23:39.761
<v Speaker 1>200 plus per job applicant. So you can't imagine a

0:23:39.761 --> 0:23:42.802
<v Speaker 1>recruiter reading everything, right?

0:23:43.109 --> 0:23:46.149
<v Speaker 1>So what I've often observed is recruiters will just skip

0:23:46.560 --> 0:23:48.560
<v Speaker 1>the cover letter. They go straight to the resume, they

0:23:48.560 --> 0:23:50.630
<v Speaker 1>will take a look and then they would come back.

0:23:50.719 --> 0:23:52.560
<v Speaker 1>They would come back to the cover letter. So instead

0:23:52.560 --> 0:23:55.810
<v Speaker 1>of reading it first, they may usually last the second

0:23:55.810 --> 0:23:57.599
<v Speaker 1>thing and of course they will spend more time reading

0:23:57.599 --> 0:24:00.040
<v Speaker 1>the front page, the cover letter, if the contents of

0:24:00.040 --> 0:24:02.979
<v Speaker 1>the resume fit with what they're looking for. OK, OK,

0:24:03.160 --> 0:24:05.760
<v Speaker 1>so don't write a generic cover letter that's what you're saying.

0:24:06.689 --> 0:24:10.239
<v Speaker 1>Understanding it right that put effort into your resume first

0:24:10.239 --> 0:24:14.640
<v Speaker 1>so that it will peak the hiring manager's interest, then

0:24:14.640 --> 0:24:17.949
<v Speaker 1>write a good summary for your cover letter because then

0:24:18.199 --> 0:24:20.438
<v Speaker 1>if you are shortlisted as the top 5 people that

0:24:20.439 --> 0:24:23.800
<v Speaker 1>they want to maybe send to the next round, they

0:24:23.800 --> 0:24:25.958
<v Speaker 1>may then read your cover letter. Yes, I think the

0:24:25.959 --> 0:24:29.640
<v Speaker 1>cover letter still has its purpose. I wouldn't suggest to

0:24:29.640 --> 0:24:30.199
<v Speaker 1>omit it.

0:24:30.479 --> 0:24:32.760
<v Speaker 1>But like what you mentioned, right, the resume, it should

0:24:32.760 --> 0:24:35.229
<v Speaker 1>be a strong one, right? And then your cover letter

0:24:35.229 --> 0:24:38.560
<v Speaker 1>reinforces what is on the resume, right? There are a

0:24:38.560 --> 0:24:40.270
<v Speaker 1>few other things that you can do with your cover

0:24:40.270 --> 0:24:42.349
<v Speaker 1>letter as well. The first thing is to add a

0:24:42.349 --> 0:24:44.829
<v Speaker 1>little bit of personality, a bit of the why. Why

0:24:44.829 --> 0:24:47.550
<v Speaker 1>are you attracted to the company, or what about the

0:24:47.550 --> 0:24:49.550
<v Speaker 1>product or the service is relevant to what you have

0:24:49.550 --> 0:24:50.260
<v Speaker 1>done before.

0:24:50.640 --> 0:24:52.060
<v Speaker 1>So these are some of the things that you may

0:24:52.060 --> 0:24:55.020
<v Speaker 1>not be able to add into your resume that much, right?

0:24:55.099 --> 0:24:57.060
<v Speaker 1>So think of your cover letter as a little bit

0:24:57.060 --> 0:24:59.660
<v Speaker 1>of the forward piece while your resume is like a

0:24:59.660 --> 0:25:02.150
<v Speaker 1>training back in your career experiences. OK, but I never

0:25:02.150 --> 0:25:06.099
<v Speaker 1>read the forward part of any book. So just assume

0:25:06.099 --> 0:25:08.300
<v Speaker 1>if let's say today the recruiter is printing out some

0:25:08.300 --> 0:25:10.619
<v Speaker 1>of these documents, right, and the first thing that they

0:25:10.619 --> 0:25:13.040
<v Speaker 1>put on top is the cover letter, right? So then

0:25:13.239 --> 0:25:15.909
<v Speaker 1>Their eyes would glance and they would see some things

0:25:15.910 --> 0:25:17.829
<v Speaker 1>on the cover letter. You catch the eye, right? So

0:25:18.040 --> 0:25:21.270
<v Speaker 1>that's why it's important to also have some good formatting

0:25:21.270 --> 0:25:24.800
<v Speaker 1>on the cover letter page, bullet points, numberings so that

0:25:24.800 --> 0:25:26.718
<v Speaker 1>they don't have to read the whole letter, but when

0:25:26.719 --> 0:25:29.839
<v Speaker 1>their eyes are drawn to something very concise and they

0:25:29.839 --> 0:25:32.160
<v Speaker 1>see that and they like what they see, and then

0:25:32.160 --> 0:25:34.239
<v Speaker 1>it will encourage them to turn back, right?

0:25:34.489 --> 0:25:37.180
<v Speaker 1>The other thing often I remind people is in a

0:25:37.180 --> 0:25:39.869
<v Speaker 1>very tight race where many people are hunting for the

0:25:39.869 --> 0:25:43.260
<v Speaker 1>same job, sometimes smallest preparation makes the difference, right? The

0:25:43.260 --> 0:25:46.020
<v Speaker 1>things that you do slightly differently, with a bit more effort,

0:25:46.060 --> 0:25:48.930
<v Speaker 1>a bit more heart, it might just get picked up

0:25:49.040 --> 0:25:51.859
<v Speaker 1>and you're just hit by that. Yeah, so don't give

0:25:51.859 --> 0:25:53.459
<v Speaker 1>up on the cover letter. That's what I'm saying.

0:25:53.880 --> 0:25:55.900
<v Speaker 1>Some people I know, some companies I know they, they

0:25:55.900 --> 0:25:58.310
<v Speaker 1>may even take it as incomplete. If you don't provide

0:25:58.310 --> 0:26:02.270
<v Speaker 1>a cover letter, it just, OK, so I know of

0:26:02.270 --> 0:26:05.099
<v Speaker 1>this recruiter, this one person, I won't name who this

0:26:05.099 --> 0:26:07.889
<v Speaker 1>person is, but I observed that the person tended to

0:26:08.060 --> 0:26:11.430
<v Speaker 1>omit applications that didn't come with cover letters.

0:26:13.464 --> 0:26:15.334
<v Speaker 1>They infer it as like you're not sincere because we

0:26:15.334 --> 0:26:17.534
<v Speaker 1>asked for a cover letter and a resume, right, and

0:26:17.535 --> 0:26:19.895
<v Speaker 1>you didn't want to provide that. So I'm just going

0:26:19.895 --> 0:26:22.954
<v Speaker 1>to meet you lah. It's incomplete and basically the person

0:26:22.954 --> 0:26:26.255
<v Speaker 1>halved the number of applications to screen. Wow, wow, so

0:26:26.255 --> 0:26:28.885
<v Speaker 1>half of them didn't provide a cover letter and automatically

0:26:28.885 --> 0:26:31.093
<v Speaker 1>they were not considered. So I think you can be

0:26:31.094 --> 0:26:33.135
<v Speaker 1>a little bit more cautious and just provide.

0:26:33.359 --> 0:26:35.189
<v Speaker 1>But make the most of it lah. Don't just provide

0:26:35.189 --> 0:26:38.000
<v Speaker 1>something that is similar to what you've written, customize it

0:26:38.000 --> 0:26:39.750
<v Speaker 1>a bit, add your personality, a bit of your why

0:26:39.750 --> 0:26:41.910
<v Speaker 1>you're going to be there. And of course, ending off

0:26:41.910 --> 0:26:44.469
<v Speaker 1>with a call to action, right? Put down your phone

0:26:44.469 --> 0:26:48.150
<v Speaker 1>number there again, right, because again if it's on the

0:26:48.150 --> 0:26:50.270
<v Speaker 1>first thing that they see, you're just making their life

0:26:50.270 --> 0:26:53.829
<v Speaker 1>a bit more convenient. Yeah, exactly, make it easier for them.

0:26:54.213 --> 0:26:56.561
<v Speaker 1>to contact you. Yeah, I mean that I can get

0:26:56.561 --> 0:26:58.852
<v Speaker 1>behind because I think with the resume we are all

0:26:58.853 --> 0:27:02.052
<v Speaker 1>kind of just throwing out sometimes the entire bus, right?

0:27:02.133 --> 0:27:04.812
<v Speaker 1>The bus and the sink and everything. So with the

0:27:04.811 --> 0:27:07.412
<v Speaker 1>cover letter, you're saying it's OK to put bullet points,

0:27:07.733 --> 0:27:10.383
<v Speaker 1>show a bit of your personality and also the tone

0:27:10.383 --> 0:27:13.411
<v Speaker 1>is be nice about it and then lastly to have

0:27:13.412 --> 0:27:14.571
<v Speaker 1>the call to action.

0:27:15.115 --> 0:27:17.595
<v Speaker 1>Well, yeah, so that answers my question too, because I've

0:27:17.595 --> 0:27:19.916
<v Speaker 1>always wondered like how much effort should I put in

0:27:19.916 --> 0:27:22.076
<v Speaker 1>my cover letter and how do I actually even stand

0:27:22.076 --> 0:27:26.234
<v Speaker 1>out among the CEO of cover letters. Well, if like Josiah,

0:27:26.375 --> 0:27:29.475
<v Speaker 1>you have a work-related question that you think we can

0:27:29.475 --> 0:27:31.984
<v Speaker 1>help you to answer, do write into us. We are

0:27:31.984 --> 0:27:38.196
<v Speaker 1>at CNA podcasts at Mediacorp.com.sg. We're also on Spotify, Apple Podcasts,

0:27:38.276 --> 0:27:41.426
<v Speaker 1>Me Listen, and YouTube where a video version of this

0:27:41.426 --> 0:27:41.995
<v Speaker 1>is at.

0:27:42.369 --> 0:27:45.959
<v Speaker 1>The team behind the Workki podcast is Christina Robert, Joanne Chan,

0:27:46.079 --> 0:27:50.899
<v Speaker 1>Junai Johari, Sayey and Alison Jenner. Video by Hanida Amin.

0:27:51.040 --> 0:27:55.079
<v Speaker 1>I'm Gerald and I'm Tiffany. Have a super work week ahead.