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Speaker 1: LinkedIn News.

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Speaker 2: I mean, you're not gonna go to your manager and

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Speaker 2: be like, hey, you're micro manager and you got a

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Speaker 2: chill or you know, you're not giving me feedback and

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Speaker 2: I'm struggling.

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Speaker 3: I don't know if it is a little vocal, like

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Speaker 3: this is not the vibe, but I think having that

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Speaker 3: conversation and being like, I'm struggling because of you, Like,

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Speaker 3: how do you go about that in a professional way?

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Speaker 2: You know, like what's like the professional way of saying

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Speaker 2: it's you, it's actually you?

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Speaker 1: I would say, don't by not saying that? Figure out?

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Speaker 4: Avoid do not? How did not? How don't you have

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Speaker 4: hired one one?

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Speaker 5: You really talking offline then, because baby, you can't get

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Speaker 5: online because you don't have no job.

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Speaker 2: From LinkedIn News and I heard podcasts, this is Let's

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Speaker 2: Talk Offline, a show about what it takes to thrive

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Speaker 2: in the early years of your career without sacrificing your values,

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Speaker 2: sanity or sleep.

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Speaker 5: I'm Giana Prudenti and I'm Jamay Jackson Gadson. By a

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Speaker 5: show of hands, how many of us have had.

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Speaker 1: A bad manager?

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Speaker 5: Hand is a raised girl, all of my hands, my toes,

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Speaker 5: everything is up.

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Speaker 1: Okay.

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Speaker 5: The truth of the matter is a manager can make

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Speaker 5: or break how you show up at work. I mean,

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Speaker 5: first of all, not every boss is going to be

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Speaker 5: super supportive, or even have great communication skills, or even

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Speaker 5: be that girl gender neutral.

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Speaker 1: Okay, you have to figure out how to.

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Speaker 5: Make your manager work for you, but more importantly, how

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Speaker 5: to show up as your best self at work.

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Speaker 1: When you're dealing with bad managers.

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Speaker 2: It really comes down to just making the best of

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Speaker 2: your situation. You know, your manager's supposed to be your

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Speaker 2: number one supporter, and when they're not, it can be

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Speaker 2: really challenging and feel like such an obstacle. So even

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Speaker 2: if they don't got your back, we do, and we're

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Speaker 2: going to help you figure out how to build a

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Speaker 2: good relationship with your boss, no matter how difficult.

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Speaker 1: Period.

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Speaker 4: Hey, Jamay, what up? G Okay?

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Speaker 2: Today we're talking all about what makes a good and

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Speaker 2: a bad boss and how to establish a good working

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Speaker 2: relationship with them.

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Speaker 4: Spicy, Spicy, I'm excited.

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Speaker 2: You Know something I hear a lot of times is

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Speaker 2: that people don't quit jobs, they quit bad bosses. And

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Speaker 2: I think there's some truth to that, because having a

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Speaker 2: bad manager is a reason why a lot of people

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Speaker 2: switch roles and of course.

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Speaker 4: No one wants that. Like you don't go into a job.

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Speaker 2: I don't go into a job expecting that to happen,

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Speaker 2: wanting that to happen. But it's going to likely occur

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Speaker 2: at some point in your career. So how do you

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Speaker 2: then build the best working relationship with that challenging boss.

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Speaker 4: We're going to talk about that today, but.

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Speaker 2: Before we get into it, to May, I want to

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Speaker 2: know what do you look for in a manager?

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Speaker 4: What makes a good boss in your eyes?

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Speaker 1: Oh?

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Speaker 5: I love this question because exactly what you said. I

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Speaker 5: think people leave bad bosses they can't make it work.

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Speaker 5: It's like a toxic relationship. You really want to stick

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Speaker 5: it out, but I gotta go. I gotta get out

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Speaker 5: of here. Now you're setting cars on fire like Angela Bassett.

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Speaker 5: But for me, I get to see this from bost

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Speaker 5: perspectives because I've been a manager, and I've also been

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Speaker 5: an icy, an individual contributor who reports to a manager.

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Speaker 1: For me, I love managers who.

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Speaker 5: Are super communicative, who are personable, right like every once

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Speaker 5: in a while, the manager who remembers it's your birthday,

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Speaker 5: or like it's your anniversary or whatever.

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Speaker 1: That's so sweet to me.

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Speaker 5: I also do like someone who's really gonna have your back,

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Speaker 5: Like you really want to see your manager as like

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Speaker 5: someone in your army or your toolkit, like if you're

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Speaker 5: gonna go out on the battleground, like you want them

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Speaker 5: to be able to codebat with you. So advocacy, I

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Speaker 5: think is something really important for me.

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Speaker 1: What about you?

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Speaker 2: Yeah, I a thousand percent agree. I think somebody who's

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Speaker 2: going to like fight that battle for you. Of course,

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Speaker 2: like you're gonna have to do that for yourself as well,

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Speaker 2: but somebody who's willing to you know, advocate for you

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Speaker 2: in meetings when it comes to promotions. All of that

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Speaker 2: creates space for you, I think is so important. And

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Speaker 2: on that piece on like creating space, something my manager

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Speaker 2: does really well that I really appreciate is he creates

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Speaker 2: space for me to learn and grow. I think sometimes

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Speaker 2: it's hard for people to give up, you know, responsibilities

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Speaker 2: and let people take ownership. I mean that's something transparently

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Speaker 2: I totally struggle with. Like if I was to be

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Speaker 2: a manager right now, I would totally be a micronasor.

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Speaker 1: At least you know yourself, No.

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Speaker 4: I'm self aware, that's one thing about me I know.

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Speaker 2: But he really has you know, created a reputation for himself,

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Speaker 2: and now he's giving me ownership over things that he

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Speaker 2: used to once owned so that I can do the same.

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Speaker 2: So I think that's something that's really important, as somebody

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Speaker 2: who trusts you to get the work done and is

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Speaker 2: going to put you in you know, the spotlight when

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Speaker 2: they have the opportunity to, rather than continue to micromanage.

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Speaker 2: And also somebody who you know, boosts your visibility, like

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Speaker 2: when it comes to advocacy. Another thing that's big for

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Speaker 2: me is somebody who offers support and guidance because when

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Speaker 2: you start out, you turn to your manager any insight

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Speaker 2: on like how to succeed in your role, how to

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Speaker 2: succeed in the company. So somebody who's willing to share

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Speaker 2: those learnings, and somebody who has more historical knowledge that

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Speaker 2: they're willing to share with you, because otherwise you can

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Speaker 2: really feel lost. And of course you have your allies

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Speaker 2: and your peers and all of that, but your manager

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Speaker 2: really is somebody who should be able to, you know,

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Speaker 2: clear those roadblocks and help you kind of get to

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Speaker 2: where you want to go.

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Speaker 4: I think that's really useful.

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Speaker 5: Yeah, I also have to remind myself sometimes that We're

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Speaker 5: still just people at the end of the day. You know,

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Speaker 5: when I first started out, there were a lot of

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Speaker 5: managers who kind of really created that hard work life balance.

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Speaker 5: I mean, first of all, there was none. Like I've

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Speaker 5: said before in other episodes, we was just working. Girl

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Speaker 5: were just working. But like I do think nowadays, I

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Speaker 5: like more empathetic leaders and managers, people who are going

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Speaker 5: to see you. You know, I had to take a

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Speaker 5: day off from work recently because I was I woke

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Speaker 5: up and I had this terrible migraine, and I obviously

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Speaker 5: I could have tried to push through, but like I

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Speaker 5: reached out to my manager and I was just like, hey,

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Speaker 5: I can't do it. If you let me go to

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Speaker 5: work today, it's gonna be a little weird. And she

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Speaker 5: was like, please stay home, I drink, go to sleep,

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Speaker 5: and I was like, oh, thank you. So, like, you know,

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Speaker 5: you just sort of sometimes need managers who just get it.

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Speaker 5: And I do think that those are sometimes signs of

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Speaker 5: good managers. There are people who just remember, at the

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Speaker 5: end of the day, we are all people. We're all

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Speaker 5: having a lived experience, and sometimes we just need grace.

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Speaker 2: Yeah, And I think that goes back to what you

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Speaker 2: said earlier about like leaning. By example, if you know

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Speaker 2: my manager takes off because he or she is having

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Speaker 2: a migraine, then I'm gonna feel better about doing it myself.

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Speaker 2: And you know, my manager now always is like, take

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Speaker 2: care of yourself, that comes first. So you know, those

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Speaker 2: are the things we look for and a good manager.

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Speaker 2: But of course there is the bad and the ugly.

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Speaker 2: Have you ever had a bad experience with the manager? Oh?

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Speaker 1: Girlame, do we have this coffee? Ain't strong enough?

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Speaker 4: Yeah.

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Speaker 5: Throughout my career, I've had a couple of different bad managers,

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Speaker 5: and they've been bad for a number of different reasons.

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Speaker 5: You know, sometimes I think what's important for people to remember,

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Speaker 5: including myself, is that I don't think anyone is inherently

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Speaker 5: good or bad. I think people maybe don't have the

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Speaker 5: necessary managerial training.

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Speaker 2: You know.

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Speaker 5: I'm thankful that the jobs well, at least at LinkedIn.

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Speaker 5: When I became a manager, we went through extensive managerial training. Now,

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Speaker 5: the first one ever became a manager. I was just

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Speaker 5: out on my own and I had to figure it out.

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Speaker 5: And honestly, I used the traumas of bad managers past

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Speaker 5: to guide me so that I could be a better person.

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Speaker 5: For me, I felt that usually what was the pinnacle

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Speaker 5: like trademark of a bad manager, where again the people

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Speaker 5: who just don't speak my name in rooms. I'll never forget.

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Speaker 5: There was this one time with the manager who, for

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Speaker 5: whatever reason, she would just never invite me into meetings.

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Speaker 5: There would be projects that I would be involved in,

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Speaker 5: and then when it came time to presentation, I just

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Speaker 5: somehow never got the calendar invite.

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Speaker 1: I never found out.

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Speaker 5: And then people later on would be like, oh, someone

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Speaker 5: so presented this and I was like, wait, that's weird.

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Speaker 1: I remember working on that. I will never forget.

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Speaker 5: She had a friend who was also a senior leader

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Speaker 5: in this company, and then this person started to see

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Speaker 5: me more around and then they they were like, oh,

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Speaker 5: let's meet up, let's have coffee. Got to know me

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Speaker 5: and was like, wow, I actually see something in you.

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Speaker 5: You know, I will be an advocate and ally and

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Speaker 5: I'll never forget. There came a day when she sat

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Speaker 5: down and she was like, I'm just telling you, I

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Speaker 5: really think that you need to change managers. Mind you,

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Speaker 5: this is her friend she is talking about. I was like, wait,

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Speaker 5: what's going on with Tea? She was like, we got

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Speaker 5: out of a meeting recently, and I only knew that

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Speaker 5: this was your project because you had already shown it

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Speaker 5: to me for feedback, but she presented it as.

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Speaker 4: Hers not stealing the credit, stealing.

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Speaker 5: The credit and then honey, they went out to happy

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Speaker 5: hour and my boss told her that she didn't like

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Speaker 5: me because she was intimidated. She said, she said, Jamay

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Speaker 5: is doing X, Y and Z really well, and when

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Speaker 5: I was her age, I wasn't doing that. So it

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Speaker 5: was a crazy thing. That was the first time I

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Speaker 5: ever actually realized that to some bosses, especially, I think

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Speaker 5: if you're not if you don't know yourself, if you're

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Speaker 5: not happy with yourself, if you don't go to bed

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Speaker 5: at night hugging yourself, that's when you start looking at

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Speaker 5: everybody else and being mad at them. Because I was like, baby,

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Speaker 5: these are God giving gifts. I don't know what you

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Speaker 5: want me to do, Like, I.

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Speaker 1: Don't know her fault. It's not my fault. Like and

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Speaker 1: it was.

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Speaker 5: It was wild, but that experience has always been seared

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Speaker 5: in my memory because you might think that because they're

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Speaker 5: more senior than you, that they are not intimidated, they're

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Speaker 5: not threatened, and baby, there's something you are bringing to

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Speaker 5: that table.

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Speaker 1: Right.

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Speaker 5: If you have a good manager, they will see that

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Speaker 5: as talent and gifts that they can use and they

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Speaker 5: can help cultivate to help you unlock your potential. But

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Speaker 5: unfortunately that's not always the case. I sometimes say that

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Speaker 5: the best life lessons of mine have come from my

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Speaker 5: bad managers and not the good ones. The good ones

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Speaker 5: are great, but it's those bad ones that sort of

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Speaker 5: teach you what you do not want to be if

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Speaker 5: you ever become a manager, and even if you decide

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Speaker 5: you never want to be a manager, what you want

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Speaker 5: to look out for in future employers.

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Speaker 1: What about you, Giana, I.

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Speaker 5: Mean you you always you always talk about your good manager.

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Speaker 1: Girls like talking about like a good man. Okay, I

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Speaker 1: get it, we all.

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Speaker 5: Want one, Okay, But have you ever actually had a

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Speaker 5: bad manager?

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Speaker 2: I have? Oh so, since I started at LinkedIn, I've

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Speaker 2: had three managers. They've all been exceptional. But early, early,

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Speaker 2: early in my career, early teen days, when I was

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Speaker 2: working at my first ice cream shop.

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Speaker 1: I love ice cream shop.

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Speaker 2: Yeah, we're throwing it way back. No, honestly, that was

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Speaker 2: like the most pivotal experience. It really sticks with me.

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Speaker 4: I had a really toxic.

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Speaker 2: Boss who I don't even know if I've ever ever

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Speaker 2: met the guy in person, Like he just like was,

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Speaker 2: you know, hanging over all of us and would call

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Speaker 2: the shop NonStop during people's shifts and would just ask

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Speaker 2: us questions like make sure we were busy all this stuff.

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Speaker 2: So he was just like overbearing already. And then it

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Speaker 2: came to this one day, I like couldn't make my shift.

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Speaker 2: Something was going on, and I called in advance and

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Speaker 2: I was like, Hey, I'm not going to be able

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Speaker 2: to make my shift in a few days. Need to

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Speaker 2: take me off the calendar. And he basically threatened.

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Speaker 4: Me over the phone and was like you need to.

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Speaker 2: Be there like this whole thing. I got so read

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Speaker 2: I was in this store. I was like, oh my god,

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Speaker 2: I don't know why did I call while right there?

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Speaker 1: Do you over ice cream?

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Speaker 4: Yeah?

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Speaker 2: No, it's like so serious, serious business. So yeah, I

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Speaker 2: decided to quit after that.

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Speaker 1: I was like, I'm owt.

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Speaker 2: Also, they had rats, so I was like I gotta go, Like,

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Speaker 2: this is not the Vibe ice cream shop. Yeah.

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Speaker 5: I was about to say, you can't just threaten people.

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Speaker 5: That's not really how it really.

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Speaker 4: Yeah, I did the opposite of what he said.

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Speaker 2: I was like by the way, and I sent a

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Speaker 2: whole like, very strongly worded text and it was beautifully

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Speaker 2: written and had my mom drag him for phil No,

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Speaker 2: I was just like, I don't feel safe in this

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Speaker 2: environment anymore, boo.

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Speaker 4: A corporate woman since like fifteen I was, I was ready.

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Speaker 5: You stood on business I as a child, I get

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Speaker 5: I like it and I'm proud of that.

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Speaker 2: We really hope you have an amazing manager and there

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Speaker 2: will never be a problem. But in case you have

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Speaker 2: a not so great boss, stick around because we're going

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Speaker 2: to talk about how to deal with the difficult manager

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Speaker 2: after the break.

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Speaker 1: All right, y'all, so we are back.

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Speaker 5: We have been talking about good managers, bad managers, left managers,

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Speaker 5: right managers, all the managers.

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Speaker 1: There's a lot of manager you'll talk and I am

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Speaker 1: digging it.

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Speaker 2: You deal with bad managers at some point in your career.

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Speaker 2: And I want to bring in a question from one

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Speaker 2: of our listeners. Next this is Dear Work Bestie, where

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Speaker 2: we answer your questions. This week's question comes from Stina

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Speaker 2: in California.

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Speaker 6: How do I deal with favoritism in the workplace? I

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Speaker 6: had a manager who I felt played favorites in my opinion,

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Speaker 6: I think they promoted someone who wasn't necessarily ready over

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Speaker 6: another colleague who's been there longer and produced the same

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Speaker 6: call of work. How do I balance professionalism with my

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Speaker 6: boss and speaking out against toxicity within the team at

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Speaker 6: the same time.

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Speaker 4: Dang, not the favoritism. That's tough.

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Speaker 2: Yeah, you know, she mentioned somebody on her team got

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Speaker 2: promoted over somebody else. I think with that, like, the

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Speaker 2: reality is you don't really know what happens behind closed

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Speaker 2: doors when it comes to promotions. But I'm sure and

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Speaker 2: I can imagine I would feel the same Instina's position,

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Speaker 2: like is this going to happen to me at some point? Yeah,

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Speaker 2: it seems like this also happened in the past, but

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Speaker 2: in the future, like you will maybe deal with favoritism again.

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Speaker 2: So I think it's understanding across the team, like are

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Speaker 2: you all being measured on the same metrics? Like if

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Speaker 2: your one colleague who just got promoted is doing something differently,

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Speaker 2: maybe they have weekly one on ones with their managers

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Speaker 2: where they're really great about, you know, bragging about their wins.

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Speaker 2: That's something that a lot of us struggle with. So

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Speaker 2: maybe that colleague is serving up their wins in a

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Speaker 2: different way. Or they have different metrics that they're you know,

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Speaker 2: being measured against. Then I think that shows you what

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Speaker 2: you could be doing. Maybe I need to be boosting

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Speaker 2: my own visibility by telling my manager what's going on,

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Speaker 2: keeping them.

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Speaker 4: In the loop.

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Speaker 2: And then also maybe there's an argument for saying across

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Speaker 2: the team, I think we all need to be measured

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Speaker 2: the same because we all have similar roles. So how

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Speaker 2: can we kind of just like do a team wide

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Speaker 2: assessment of you know, different metrics for us. Yeah, but

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Speaker 2: of course, like if it's just your manager is best

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Speaker 2: friends with that colleague who got promoted over other people,

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Speaker 2: and there's like blatant favoritism in that way, you know,

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Speaker 2: find an ally on your team, don't gossip with them.

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Speaker 2: But you know, maybe other people are experiencing this as

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Speaker 2: well and observing it. And then of course if you

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Speaker 2: can't resolve on your own, you might have to just

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Speaker 2: speak to someone higher up.

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Speaker 1: Yeah. I like all those tips.

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Speaker 5: Now, Stina, I'm gonna lean in a little bit more,

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Speaker 5: and I'm gonna give you a little bit of tough love.

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Speaker 5: Feelings are not facts you said. In my opinion, I

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Speaker 5: think you probably saw something outside looking, but to me,

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Speaker 5: in Gianna's point, you don't know the entire situation, So

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Speaker 5: I would always just say go into any situation remembering

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Speaker 5: that your feelings are not facts, right, and so sometimes

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Speaker 5: we have to take a step back and make sure

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Speaker 5: that we sort between the two. You don't necessarily know

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Speaker 5: if the person who got promoted was not ready, because

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Speaker 5: your manager could put you up for promotion, but if

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Speaker 5: other people in the room can't speak to you or

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Speaker 5: attest to you, it's going to be really, really, really

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Speaker 5: difficult for them to push through. So clearly enough people

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Speaker 5: believe that this person needed to be promoted at the

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Speaker 5: next level now. But that being said, I do want

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Speaker 5: to also say that I empathize with this because calling

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Speaker 5: out toxicity in the workforce can feel super scary, and

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Speaker 5: especially when you feel like that is going to cross

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Speaker 5: a line of professionalism with your boss. So I have

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Speaker 5: a couple of thoughts about this, particularly speaking as a

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Speaker 5: former manager, but more importantly as a black and Latino

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Speaker 5: woman who has had to navigate this. First of all,

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Speaker 5: document everything. People say this all the time. My mom

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Speaker 5: hadn't told me since I was three years old. Document everything.

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Speaker 5: You need to write down who you were talking to,

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Speaker 5: what time, what people were wearing, whatever, because you never

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Speaker 5: know when you're gonna have.

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Speaker 1: To really pull in that.

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Speaker 5: Honey. Look, I have pulled out a booklip before and

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Speaker 5: I'd be like, I remember because you were drinking this.

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Speaker 5: And this is because because people will try to play you. Okay,

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Speaker 5: I'll say this every podcast episode. People will try to

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Speaker 5: play you, and I'm gonna play the game.

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Speaker 1: Okay.

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Speaker 5: But you need to document everything. Yes, if this is

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Speaker 5: your actual experience, you can start documenting. So for either

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Speaker 5: of these people, if you start to see that there

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Speaker 5: is favoritism happening, start documenting little things that you start

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Speaker 5: seeing your manager do document the conversations you are having.

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Speaker 1: Also, more than.

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Speaker 5: Likely your job has job ladders, which are sort of

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Speaker 5: like what we call, you know, job ladders, career profiles.

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Speaker 5: They're called different things in different companies, but essentially it

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Speaker 5: is a written out document, usually approved by senior leaders

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Speaker 5: on your team and HR that will explicitly call out

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Speaker 5: the roles and responsibility at each level. So, Stina, this

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Speaker 5: is a great opportunity for you to also ask your

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Speaker 5: manager do you want all have this? And if you do,

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Speaker 5: let's all review it together as a team. And if

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Speaker 5: you don't that's an opportunity to maybe have a conversation

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Speaker 5: with HR to say, like, I really want to make

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Speaker 5: sure that we are equitably being you know, reinforced across

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Speaker 5: the board with all of our roles and responsibilities. Can

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Speaker 5: we explore building a job ladder so that we can

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Speaker 5: all see very straight up, in black and white, what

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Speaker 5: is expected of us and how to get to the

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Speaker 5: next level.

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Speaker 2: That's such a good point because you might not always

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Speaker 2: know what it takes to get to that next level,

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Speaker 2: So make sure you one have the understanding, and then

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Speaker 2: like also benchmark yourself against your colleague. You know, what

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Speaker 2: are they doing that I should be doing? And how

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Speaker 2: can then you implement that into your own you know, workflow,

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Speaker 2: and especially in your relationship with your manager.

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Speaker 4: Yeah, but I think in.

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Speaker 2: Steena's case or anybody's case, when you're dealing with a

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Speaker 2: bad manager, you first have to assess the situation. You

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Speaker 2: have to identify how does that person work, and then

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Speaker 2: how do I work and kind of try to bridge

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Speaker 2: that gap. And this is applicable for everybody. So whether

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Speaker 2: they play favorites like in Stinas situation, or maybe for example,

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Speaker 2: they're a micromanager. So let's say they are a micromanager.

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Speaker 2: You know, they frequently ask for updates and they closely

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Speaker 2: monitor your work.

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Speaker 4: You feel like you always have eyes on you. Yeah,

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Speaker 4: you know that's tough.

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Speaker 1: I've had those. Yeah, not fun.

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Speaker 4: Not fun.

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Speaker 2: So in this case, I feel like a lot of

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Speaker 2: times it can be super frustrating to work under somebody

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Speaker 2: who you feel like, Okay, they don't trust me to

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Speaker 2: clearly get the work done because they're constantly asking for

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Speaker 2: updates and I feel like they're.

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Speaker 4: Holding me back.

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Speaker 2: Right, I think what you could do is have a

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Speaker 2: conversation with your manager and be like, hey, you know,

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Speaker 2: I'm going to take the first pass of this assignment.

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Speaker 2: Can I share it with you by end of week

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Speaker 2: for feedback? Like literally create that deadline for yourself so

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Speaker 2: that they know you don't want any feedback until Friday, right,

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Speaker 2: and maybe they'll still check in, you know. I think

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Speaker 2: it takes time for people to relearn their habits, Like

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Speaker 2: I said transparently, Like I think I'm a micromanager right now.

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Speaker 2: I have trouble because I'm very particular about the way

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Speaker 2: I do things, and I, you know, want great quality

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Speaker 2: with my work, so it's hard to give that up, right,

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Speaker 2: So I imagine I would be checking in with people

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Speaker 2: a lot, and that's a habit you need to kind

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Speaker 2: of break, So give them some grace in all of that. Also,

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Speaker 2: side note, if you're not having one on one meetings

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Speaker 2: or bi weekly meetings with your manager, you should totally

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Speaker 2: set those up. That's something like I always ask people

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Speaker 2: if my friends are saying, you know, I'm struggling with

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Speaker 2: my manager right now, I like, do you check in

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Speaker 2: with them at all? Like, what's the kind of culture

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Speaker 2: of meetings like there? Because if you're not having a

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Speaker 2: direct line of contact with your manager and your meeting regularly,

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Speaker 2: it's an opportunity for you to set that up so

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Speaker 2: that you can share updates in you know, those meetings,

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Speaker 2: and you can come prepare, write that out, share with

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Speaker 2: them afterwards, and be like, here's the summary of what

442
00:19:45,080 --> 00:19:47,680
Speaker 2: I said. And it's also an opportunity for you guys

443
00:19:47,680 --> 00:19:49,800
Speaker 2: to build trust, right, That's ultimately what it comes down

444
00:19:49,800 --> 00:19:50,919
Speaker 2: to when it's a micromanager.

445
00:19:51,040 --> 00:19:54,399
Speaker 5: Yeah, And what I particularly appreciate about all of the

446
00:19:54,400 --> 00:19:57,280
Speaker 5: tips that you just shared is that you are playing

447
00:19:57,320 --> 00:20:00,040
Speaker 5: an active role in your career. Like one thing I

448
00:20:00,400 --> 00:20:04,159
Speaker 5: everyone takes away when they listen to this podcast is

449
00:20:04,200 --> 00:20:06,879
Speaker 5: that you are in the driver's seat of your career

450
00:20:07,119 --> 00:20:09,480
Speaker 5: and we can give you all the tips of how

451
00:20:09,520 --> 00:20:11,440
Speaker 5: to manage it, how to drive I mean, child, don't

452
00:20:11,440 --> 00:20:13,160
Speaker 5: take tips for me because I don't know how to drive.

453
00:20:13,600 --> 00:20:17,560
Speaker 5: But either way, we want to give you guys the tools.

454
00:20:17,560 --> 00:20:18,720
Speaker 5: But at the end of the day, you have to

455
00:20:18,720 --> 00:20:20,920
Speaker 5: remember that this is your career and you have to

456
00:20:20,960 --> 00:20:23,359
Speaker 5: take the helm. I say that because one of the

457
00:20:23,400 --> 00:20:26,720
Speaker 5: mistakes that I have found sometimes being a manager is

458
00:20:26,760 --> 00:20:28,919
Speaker 5: that my direct reports are expecting me to do all

459
00:20:28,960 --> 00:20:29,520
Speaker 5: the work.

460
00:20:29,320 --> 00:20:30,919
Speaker 4: For you, right, and you got to manage up.

461
00:20:31,000 --> 00:20:34,160
Speaker 5: Yeah, manage up. Come to your manager having already done

462
00:20:34,200 --> 00:20:36,560
Speaker 5: some of the work. But this also goes back again

463
00:20:36,880 --> 00:20:40,119
Speaker 5: to that open communication and having that dialogue with people

464
00:20:40,560 --> 00:20:42,800
Speaker 5: you know, so you even asking them like how do

465
00:20:42,880 --> 00:20:46,080
Speaker 5: you manage right? Like the same way we have personality,

466
00:20:46,200 --> 00:20:49,040
Speaker 5: you know, Meyer Briggs or whatever, like all them things

467
00:20:49,320 --> 00:20:50,840
Speaker 5: like you have those.

468
00:20:50,600 --> 00:20:52,320
Speaker 1: Things for managers too, and people.

469
00:20:52,359 --> 00:20:55,040
Speaker 5: You should come into the workforce understanding how you like

470
00:20:55,080 --> 00:20:57,439
Speaker 5: to work, how you like to communicate, how you like

471
00:20:57,480 --> 00:20:59,320
Speaker 5: to get your work done, and you should also be

472
00:20:59,320 --> 00:21:01,879
Speaker 5: able to answer the same things about your manager. So

473
00:21:02,040 --> 00:21:04,720
Speaker 5: I really think that taking the onus on yourself to

474
00:21:04,800 --> 00:21:07,359
Speaker 5: help manage that relationship is going to be great.

475
00:21:07,800 --> 00:21:10,120
Speaker 2: I want to ask you because you've been a manager,

476
00:21:10,480 --> 00:21:13,640
Speaker 2: something I am definitely fearful of, and I'm sure many

477
00:21:13,640 --> 00:21:16,800
Speaker 2: people my age are is saying, I mean, you're not

478
00:21:16,800 --> 00:21:18,480
Speaker 2: gonna go to your manager and be like, hey, you're

479
00:21:18,640 --> 00:21:20,879
Speaker 2: micro a manager and you got a chill or you know,

480
00:21:20,920 --> 00:21:22,800
Speaker 2: you're not giving me feedback and I'm struggling out.

481
00:21:22,800 --> 00:21:26,560
Speaker 3: I don't know, it's a little vocal'll like this is

482
00:21:26,600 --> 00:21:28,240
Speaker 3: not the vibe.

483
00:21:28,920 --> 00:21:32,720
Speaker 2: But I think having that conversation and being like I'm

484
00:21:32,760 --> 00:21:35,639
Speaker 2: struggling because of you, Like, how do you go about

485
00:21:35,640 --> 00:21:37,959
Speaker 2: that in a professional way? You know, like what's like

486
00:21:38,119 --> 00:21:41,080
Speaker 2: the professional way of saying it's you.

487
00:21:41,880 --> 00:21:45,960
Speaker 1: It's actually you? I would say, don't by not saying

488
00:21:46,000 --> 00:21:49,760
Speaker 1: that avoid do not?

489
00:21:50,400 --> 00:21:50,879
Speaker 4: How did not?

490
00:21:51,400 --> 00:21:56,680
Speaker 5: Do you really want talking offline then? Because baby, you

491
00:21:56,720 --> 00:21:59,400
Speaker 5: can't get online because you don't have no job. No,

492
00:21:59,640 --> 00:22:01,920
Speaker 5: But I really do think that there is a way

493
00:22:01,920 --> 00:22:04,160
Speaker 5: for you to come about it and just being like, hey,

494
00:22:05,080 --> 00:22:07,560
Speaker 5: I think that you know, we could help bridge this

495
00:22:07,600 --> 00:22:10,600
Speaker 5: communication gap a little bit better and figuring out like

496
00:22:10,800 --> 00:22:14,639
Speaker 5: come with them with a specific example and figuring out, Okay,

497
00:22:14,640 --> 00:22:16,879
Speaker 5: so here's how it didn't work, but like, here's my

498
00:22:16,960 --> 00:22:21,000
Speaker 5: proposed solution and then asking them. One of the key

499
00:22:21,400 --> 00:22:24,560
Speaker 5: tools in my toolkit job is coming up with a

500
00:22:24,560 --> 00:22:26,800
Speaker 5: good idea and then giving it to somebody else and

501
00:22:26,880 --> 00:22:28,040
Speaker 5: letting them think it was their own.

502
00:22:28,880 --> 00:22:30,720
Speaker 1: It will save you so much.

503
00:22:32,600 --> 00:22:34,840
Speaker 5: It's the best thing ever, because then all of a sudden,

504
00:22:34,840 --> 00:22:37,280
Speaker 5: you know they're going throughut their day and they'd be like, oh, actually, I.

505
00:22:37,200 --> 00:22:39,840
Speaker 1: Think we should. That is such a great idea. That

506
00:22:40,000 --> 00:22:41,080
Speaker 1: is amazing, girl.

507
00:22:41,200 --> 00:22:43,080
Speaker 4: Yeah, you know.

508
00:22:43,040 --> 00:22:45,200
Speaker 5: What you have taught me so much in this moment,

509
00:22:45,520 --> 00:22:47,439
Speaker 5: knowing darn well that you were the one that planted

510
00:22:47,440 --> 00:22:48,320
Speaker 5: that scene, but you don't.

511
00:22:50,600 --> 00:22:53,040
Speaker 1: But run with it. Run with it, because.

512
00:22:53,240 --> 00:22:55,000
Speaker 5: No, you never want to just say like you know

513
00:22:55,080 --> 00:22:57,479
Speaker 5: it's you. But what you can do is just being like,

514
00:22:58,440 --> 00:23:01,080
Speaker 5: you know what I think think that since you know

515
00:23:01,240 --> 00:23:04,240
Speaker 5: you are so swamped, you are so busy right now,

516
00:23:04,280 --> 00:23:06,360
Speaker 5: I can help take something off of your plate. How

517
00:23:06,359 --> 00:23:09,560
Speaker 5: about I own the workstream of this project from A

518
00:23:09,640 --> 00:23:12,720
Speaker 5: to Z whatever else. This is really where managing upsteps

519
00:23:12,720 --> 00:23:15,480
Speaker 5: in right and especially if like you are a little

520
00:23:15,520 --> 00:23:18,159
Speaker 5: bit more of that hands on like micro manager of

521
00:23:18,200 --> 00:23:20,719
Speaker 5: your own life thing, this is gonna be perfect for you,

522
00:23:20,760 --> 00:23:23,479
Speaker 5: because essentially what you're telling your manager is you can

523
00:23:23,560 --> 00:23:26,240
Speaker 5: take a step back and I will own this. Yeah,

524
00:23:26,280 --> 00:23:29,320
Speaker 5: and if you are not that person, then you also

525
00:23:29,359 --> 00:23:32,800
Speaker 5: have the opportunity here to own this in a way

526
00:23:32,800 --> 00:23:35,600
Speaker 5: that your manager is not like hounding you, but also

527
00:23:35,720 --> 00:23:37,880
Speaker 5: you get to kind of determine the outcome a little

528
00:23:37,880 --> 00:23:38,280
Speaker 5: bit better.

529
00:23:38,400 --> 00:23:38,720
Speaker 4: Yeah.

530
00:23:38,920 --> 00:23:41,359
Speaker 2: I also want to quickly add like this can feel

531
00:23:41,359 --> 00:23:44,280
Speaker 2: super isolating, and we're talking about having a conversation directly

532
00:23:44,320 --> 00:23:48,280
Speaker 2: with your manager, but I'm sure your other teammates are

533
00:23:48,280 --> 00:23:50,720
Speaker 2: experiencing this as well. Like, I know you're all excite

534
00:23:50,720 --> 00:23:52,800
Speaker 2: eying each other in the team's meetings. You're like, hmm,

535
00:23:53,119 --> 00:23:55,679
Speaker 2: like anyone else picking up on this? Like, there are

536
00:23:55,720 --> 00:23:57,800
Speaker 2: gonna be other people on your team who are you know,

537
00:23:58,160 --> 00:24:00,960
Speaker 2: experiencing the same thing as you. You don't obviously want

538
00:24:00,960 --> 00:24:02,800
Speaker 2: to gossip with them, but I think you can turn

539
00:24:02,880 --> 00:24:04,800
Speaker 2: to somebody who you trust and be like, hey, are

540
00:24:04,800 --> 00:24:07,280
Speaker 2: you also struggling with X y Z. Maybe you guys

541
00:24:07,320 --> 00:24:09,959
Speaker 2: are on the same project together, so it feels super

542
00:24:10,080 --> 00:24:13,200
Speaker 2: you know, close to home, girl, So find an ally

543
00:24:13,280 --> 00:24:16,359
Speaker 2: on your team and maybe you guys can come up

544
00:24:16,400 --> 00:24:18,840
Speaker 2: together with an action plan, especially if you're younger and

545
00:24:18,960 --> 00:24:20,760
Speaker 2: maybe you're the youngest on the team. And I'm sure

546
00:24:20,760 --> 00:24:23,600
Speaker 2: a lot of people listening experience that find somebody who

547
00:24:23,640 --> 00:24:26,159
Speaker 2: is a bit more senior and be like, hey, you know,

548
00:24:26,720 --> 00:24:29,520
Speaker 2: is this also your experience and how are you dealing

549
00:24:29,560 --> 00:24:31,399
Speaker 2: with it? Is there something I can be doing better?

550
00:24:31,440 --> 00:24:33,480
Speaker 2: And like, together, should we come up with a plan

551
00:24:34,320 --> 00:24:36,400
Speaker 2: to kind of, you know, fix what's going on here?

552
00:24:36,480 --> 00:24:36,720
Speaker 6: Yeah.

553
00:24:36,800 --> 00:24:39,800
Speaker 5: What I really appreciate about you saying that is that

554
00:24:39,800 --> 00:24:44,320
Speaker 5: that has been an experience I have lived where I

555
00:24:44,400 --> 00:24:48,439
Speaker 5: was dealing with a manager once and I really started

556
00:24:48,480 --> 00:24:51,440
Speaker 5: to feel that he was racist, and I started doing

557
00:24:51,480 --> 00:24:55,520
Speaker 5: everything that I suggested. I started documenting everything, I started

558
00:24:55,560 --> 00:24:57,840
Speaker 5: making notes about certain things that he would say to me.

559
00:24:58,520 --> 00:25:01,560
Speaker 5: And it wasn't until one day when our whole team

560
00:25:01,640 --> 00:25:04,880
Speaker 5: got together that I started asking other people in the room.

561
00:25:04,920 --> 00:25:07,479
Speaker 5: I've said, have you ever had this experience with this person.

562
00:25:08,119 --> 00:25:09,960
Speaker 5: One thing that came out of that was that all

563
00:25:10,000 --> 00:25:12,359
Speaker 5: of the women on the team had a very different

564
00:25:12,400 --> 00:25:15,359
Speaker 5: experience with this manager than the men, and then the

565
00:25:15,359 --> 00:25:17,320
Speaker 5: people of color on the team had a very different

566
00:25:17,359 --> 00:25:20,119
Speaker 5: experience too. So I just want to say that because

567
00:25:20,880 --> 00:25:23,760
Speaker 5: especially when you start adding in other layers of the

568
00:25:23,880 --> 00:25:27,280
Speaker 5: isms right that come into play sometimes in the workforce,

569
00:25:27,760 --> 00:25:30,400
Speaker 5: it's really terrifying and you feel gas.

570
00:25:30,119 --> 00:25:32,199
Speaker 4: Lit and you are like, is it just me?

571
00:25:32,840 --> 00:25:35,800
Speaker 5: But I do want to say that you building a report,

572
00:25:35,840 --> 00:25:37,760
Speaker 5: even with your teammates, is going to allow you to

573
00:25:37,800 --> 00:25:41,240
Speaker 5: start gut checking. Remember if feelings are not facts, but

574
00:25:41,280 --> 00:25:44,760
Speaker 5: if you can start getting facts documented and all of

575
00:25:44,800 --> 00:25:47,080
Speaker 5: you can collectively come together to say like, this is

576
00:25:47,119 --> 00:25:50,160
Speaker 5: how this person is doing this versus that, that helps

577
00:25:50,160 --> 00:25:52,399
Speaker 5: build a stronger case for you, whether that's going to

578
00:25:52,600 --> 00:25:56,960
Speaker 5: HR or my last tip, which is walking away. Yeah,

579
00:25:57,040 --> 00:25:59,200
Speaker 5: I don't ever want anyone to feel, oh my god,

580
00:25:59,200 --> 00:26:01,440
Speaker 5: why I feel emotional saying this, Oh my god, it's

581
00:26:01,440 --> 00:26:04,040
Speaker 5: just but it's true because sometimes by the time you

582
00:26:04,080 --> 00:26:05,960
Speaker 5: are ready to walk away, you feel like you have

583
00:26:06,000 --> 00:26:09,720
Speaker 5: exhausted every option you have, maybe even to some degree

584
00:26:09,800 --> 00:26:12,800
Speaker 5: lost yourself in the process, and it's not good. I

585
00:26:12,840 --> 00:26:15,600
Speaker 5: want to say that any job that makes you feel

586
00:26:15,640 --> 00:26:18,000
Speaker 5: like you can't be you is not a job that

587
00:26:18,040 --> 00:26:22,560
Speaker 5: deserves you. And you have to determine when you walk away,

588
00:26:22,640 --> 00:26:24,840
Speaker 5: and you have to determine that it is okay to

589
00:26:24,920 --> 00:26:27,040
Speaker 5: walk away, because let me tell you this, anything that

590
00:26:27,080 --> 00:26:29,720
Speaker 5: I have ever walked away from I have never regretted

591
00:26:29,880 --> 00:26:32,440
Speaker 5: maybe in that moment right because you always think there's

592
00:26:32,440 --> 00:26:35,879
Speaker 5: nothing bigger, better, you know, more lovelier, more gold, and

593
00:26:35,880 --> 00:26:38,200
Speaker 5: that's going to come along, and I guarantee you something

594
00:26:38,200 --> 00:26:40,359
Speaker 5: else well. At the end of the day. If you

595
00:26:40,359 --> 00:26:42,159
Speaker 5: feel like you have done all that you can to

596
00:26:42,240 --> 00:26:44,679
Speaker 5: make it work and you are still not seeing any improvement,

597
00:26:45,000 --> 00:26:47,679
Speaker 5: you're still not seeing your manager try, you're not feeling

598
00:26:47,760 --> 00:26:51,320
Speaker 5: like you're getting supportive HR, it is absolutely okay to

599
00:26:51,440 --> 00:26:53,879
Speaker 5: walk away. What I would say is create your exit

600
00:26:53,920 --> 00:26:58,359
Speaker 5: strategy plan, but don't feel like you have failed. If

601
00:26:58,359 --> 00:27:00,760
Speaker 5: you have to walk away, you actually are very strong

602
00:27:01,040 --> 00:27:02,680
Speaker 5: if you are preserving your mental health.

603
00:27:03,119 --> 00:27:06,040
Speaker 1: Mental health above all things. Yeah, mental health and mimosas.

604
00:27:06,160 --> 00:27:10,080
Speaker 2: Sometimes Digress really is Greeners elsewhere with mimosas.

605
00:27:13,480 --> 00:27:16,200
Speaker 5: After the break? How do you end your emails? Are

606
00:27:16,240 --> 00:27:21,199
Speaker 5: you using sincerely maybe warm regards? Would you ever consider

607
00:27:21,359 --> 00:27:25,919
Speaker 5: using sleigh and stay hydrated? That's next, Love Gianna and Jamay.

608
00:27:39,240 --> 00:27:42,439
Speaker 2: I really love that convote to May because it's, you know,

609
00:27:42,520 --> 00:27:44,879
Speaker 2: really intimidating when you're early in your career and feel

610
00:27:44,920 --> 00:27:48,040
Speaker 2: like somebody who's supposed to be there to support and

611
00:27:48,200 --> 00:27:51,240
Speaker 2: encourage you is a roadblock. So it's great to learn

612
00:27:51,240 --> 00:27:54,320
Speaker 2: from your experience both as an ICEE and as a manager.

613
00:27:54,480 --> 00:27:57,200
Speaker 2: And I think something I'm taking away from this conversation

614
00:27:57,320 --> 00:27:59,240
Speaker 2: is it's really just about making like the best of

615
00:27:59,280 --> 00:28:04,240
Speaker 2: the situation and seeking support from other people around you

616
00:28:04,359 --> 00:28:06,520
Speaker 2: and filling in the gaps. Like your manager at the

617
00:28:06,560 --> 00:28:08,200
Speaker 2: end of the day, can't be your end all be all.

618
00:28:08,440 --> 00:28:11,760
Speaker 2: It's really great if they are your biggest cheerleader, but

619
00:28:11,800 --> 00:28:14,120
Speaker 2: if you're not getting the mentorship or the guidance from them,

620
00:28:14,240 --> 00:28:17,400
Speaker 2: you can see that support elsewhere through an official mentor

621
00:28:18,320 --> 00:28:20,439
Speaker 2: So it's really about you know, doing your best to

622
00:28:20,480 --> 00:28:23,720
Speaker 2: communicate and then filling in the gaps when you need to.

623
00:28:23,880 --> 00:28:25,200
Speaker 1: Absolutely absolutely.

624
00:28:25,240 --> 00:28:27,080
Speaker 5: I think for me, you know, one thing that I

625
00:28:27,119 --> 00:28:29,560
Speaker 5: really want to hone in is just like again documenting

626
00:28:29,640 --> 00:28:32,640
Speaker 5: things and having like that group of people in your

627
00:28:32,680 --> 00:28:35,960
Speaker 5: life who you trust, whether that is other co workers

628
00:28:36,520 --> 00:28:39,240
Speaker 5: or family and friends right who you know are not

629
00:28:39,280 --> 00:28:40,840
Speaker 5: going to just be yes men, who are going to

630
00:28:40,880 --> 00:28:43,040
Speaker 5: actually listen and give you real feedback because sometimes you

631
00:28:43,080 --> 00:28:47,120
Speaker 5: are the problem. Also, I would say extending grace to people.

632
00:28:47,280 --> 00:28:49,560
Speaker 5: You know, there was a time in my life as

633
00:28:49,560 --> 00:28:51,840
Speaker 5: a manager where so many things were happening in my

634
00:28:51,880 --> 00:28:52,680
Speaker 5: personal life.

635
00:28:52,840 --> 00:28:54,800
Speaker 1: I probably didn't show up the best for my team.

636
00:28:54,920 --> 00:28:57,000
Speaker 5: I wouldn't necessarily say I was a bad manager or

637
00:28:57,040 --> 00:29:00,120
Speaker 5: a toxic manager, but that is a moment where her

638
00:29:00,480 --> 00:29:02,960
Speaker 5: direct reports can really step up and manage up because

639
00:29:03,000 --> 00:29:05,240
Speaker 5: you really don't know what's going on in other people's lives.

640
00:29:05,880 --> 00:29:09,000
Speaker 5: And then lastly, that you are actually really strong if

641
00:29:09,040 --> 00:29:11,120
Speaker 5: you decide to walk away, and at the end of

642
00:29:11,160 --> 00:29:13,400
Speaker 5: the day, when you look back on this, you want

643
00:29:13,440 --> 00:29:16,120
Speaker 5: a career that you are proud of. And I can

644
00:29:16,160 --> 00:29:20,240
Speaker 5: guarantee you as someone who walked away religiously in the

645
00:29:20,240 --> 00:29:22,960
Speaker 5: beginning part of her career from places that did not

646
00:29:23,080 --> 00:29:26,920
Speaker 5: serve her or if she felt she had outgrown very quickly,

647
00:29:27,440 --> 00:29:29,720
Speaker 5: I look back on those now and everything was working

648
00:29:29,720 --> 00:29:31,760
Speaker 5: for my good. So do not think that any of

649
00:29:31,760 --> 00:29:34,440
Speaker 5: this is going to stifle you from you know, the

650
00:29:34,480 --> 00:29:35,240
Speaker 5: rest of your life.

651
00:29:35,440 --> 00:29:37,040
Speaker 4: Yeah, so this was.

652
00:29:37,080 --> 00:29:40,240
Speaker 5: Fun, but girl, I want to do some talk about

653
00:29:40,240 --> 00:29:43,040
Speaker 5: some things that are either gonna make it cool or cringe.

654
00:29:43,600 --> 00:29:46,080
Speaker 5: You guys, this is one of my favorite parts of

655
00:29:46,120 --> 00:29:48,240
Speaker 5: the show. It is called cool or cringe, where we

656
00:29:48,240 --> 00:29:51,240
Speaker 5: get to talk about some of those really questionable aspects

657
00:29:51,320 --> 00:29:55,200
Speaker 5: of the workplace and decide whether they are cool or cringe.

658
00:29:55,680 --> 00:29:57,280
Speaker 1: Gianna, what are we talking about this week?

659
00:29:57,360 --> 00:30:01,640
Speaker 2: I'm so excited for this one. It's non traditional email

660
00:30:01,720 --> 00:30:04,720
Speaker 2: sign offs, and I've seen a lot, especially on TikTok,

661
00:30:04,800 --> 00:30:09,120
Speaker 2: with some gen Z people signing emails in really fun,

662
00:30:09,160 --> 00:30:10,960
Speaker 2: creative ways, like crying in the cubicles.

663
00:30:11,040 --> 00:30:12,479
Speaker 1: So wait, that was a sign off?

664
00:30:12,560 --> 00:30:14,600
Speaker 2: Yeah, I mean, I don't know how serious these are,

665
00:30:14,640 --> 00:30:17,000
Speaker 2: but I see them and they always make me laugh.

666
00:30:17,120 --> 00:30:19,840
Speaker 2: So we're going to get into that. But before we do, Jamay,

667
00:30:20,360 --> 00:30:22,040
Speaker 2: how do you sign your emails?

668
00:30:23,120 --> 00:30:25,280
Speaker 1: That's a really good question. I actually don't even know.

669
00:30:25,320 --> 00:30:27,400
Speaker 5: I think I just I think I go simple with it.

670
00:30:27,440 --> 00:30:29,320
Speaker 5: I'm just be like, you know, all the best. I

671
00:30:29,360 --> 00:30:31,840
Speaker 5: think I'm an all the best person because I am

672
00:30:31,880 --> 00:30:32,440
Speaker 5: wishing you.

673
00:30:32,400 --> 00:30:34,720
Speaker 1: The best most most of the time.

674
00:30:34,800 --> 00:30:36,440
Speaker 5: If I do not wish you the best, I will

675
00:30:36,480 --> 00:30:41,080
Speaker 5: remove that part and it'll just be jamay anything. After that,

676
00:30:41,200 --> 00:30:43,720
Speaker 5: I started getting like a little whoa, Okay, this is

677
00:30:43,760 --> 00:30:47,640
Speaker 5: interesting if I were to change it, though. I don't

678
00:30:47,640 --> 00:30:51,400
Speaker 5: know if anyone listening saw the BET Awards when Usher

679
00:30:51,440 --> 00:30:55,240
Speaker 5: got his like Lifetime Achievement award, but his whole audio

680
00:30:55,320 --> 00:30:56,719
Speaker 5: cut off. But then there was a point where he

681
00:30:56,840 --> 00:30:58,560
Speaker 5: caught back on. He was like, I'm trying to meet

682
00:30:58,680 --> 00:31:02,000
Speaker 5: up his ex wife, so I think that would be

683
00:31:02,040 --> 00:31:02,800
Speaker 5: my email sign on.

684
00:31:02,880 --> 00:31:04,640
Speaker 1: Off, I'm trying LinkedIn.

685
00:31:04,440 --> 00:31:06,640
Speaker 4: I'm trying Jamaica. That's it.

686
00:31:08,000 --> 00:31:10,520
Speaker 2: Okay, Well we're going to get into some some different

687
00:31:10,880 --> 00:31:14,840
Speaker 2: spicy email sign offs. Our producer has prepared some real

688
00:31:14,880 --> 00:31:18,240
Speaker 2: life email signatures people have used, and we are going

689
00:31:18,320 --> 00:31:19,080
Speaker 2: to read them.

690
00:31:19,240 --> 00:31:21,600
Speaker 4: Now. I'm nervous. We haven't seen we haven't seen them.

691
00:31:21,880 --> 00:31:22,920
Speaker 4: It's okay, I'm gonna go.

692
00:31:23,200 --> 00:31:24,480
Speaker 1: Yeah, you go first.

693
00:31:24,520 --> 00:31:27,400
Speaker 4: G it's giving sorty bedat. Oh okay, I'm nervous, okay,

694
00:31:27,440 --> 00:31:33,040
Speaker 4: because you're saying here's line. Oh god, I.

695
00:31:33,000 --> 00:31:36,600
Speaker 1: Don't even want to read that. I'm scared to go ahead.

696
00:31:36,520 --> 00:31:41,240
Speaker 2: Okay, looking forward to next week's presentation. In the meantime,

697
00:31:41,320 --> 00:31:44,880
Speaker 2: have a great weekend. Stay litty, Emily, stay litty.

698
00:31:45,480 --> 00:31:50,640
Speaker 1: Oh Emily, Emily, no woman that you are. Why would

699
00:31:50,680 --> 00:31:55,000
Speaker 1: you you know, stay litty?

700
00:31:55,880 --> 00:31:58,800
Speaker 2: I think if you're if I'm messaging you and that's

701
00:31:58,840 --> 00:32:02,720
Speaker 2: our vibe, like we're friends. Maybe, I mean I wouldn't

702
00:32:02,760 --> 00:32:06,760
Speaker 2: wouldn't say that, but like something more casual, casual like

703
00:32:06,800 --> 00:32:08,840
Speaker 2: this maybe, but yeah, I don't know.

704
00:32:08,840 --> 00:32:11,040
Speaker 4: If stelady has a place in the workplace, but.

705
00:32:11,040 --> 00:32:13,880
Speaker 1: Also like where do you work? Right, like because like

706
00:32:13,960 --> 00:32:16,360
Speaker 1: maybe she's just.

707
00:32:16,240 --> 00:32:18,680
Speaker 5: Trying to have a let weekend, clearly, clearly, well, but

708
00:32:18,760 --> 00:32:20,480
Speaker 5: this is like a date. Wait, because she was saying

709
00:32:20,480 --> 00:32:22,840
Speaker 5: have a great weekend, right, Yeah, she wants you to

710
00:32:22,880 --> 00:32:27,640
Speaker 5: be lit a weekend too. Yeah, be careful about that, right.

711
00:32:29,480 --> 00:32:33,480
Speaker 1: Girl. Take a deep breath.

712
00:32:33,520 --> 00:32:36,200
Speaker 5: Okay, if you could upload the attached document, that would

713
00:32:36,240 --> 00:32:39,920
Speaker 5: be great. Thanks, live laugh, leave me alone, Connie?

714
00:32:40,480 --> 00:32:43,480
Speaker 4: I love that. Who is it?

715
00:32:44,720 --> 00:32:47,320
Speaker 1: Live laugh? Leave me alone? Connie?

716
00:32:47,400 --> 00:32:47,800
Speaker 4: Connie?

717
00:32:47,960 --> 00:32:50,280
Speaker 5: But Connie, if they left you alone, how would you

718
00:32:50,280 --> 00:32:52,080
Speaker 5: know that they uploaded the attached document?

719
00:32:54,080 --> 00:32:55,120
Speaker 4: Honestly? I love it.

720
00:32:56,240 --> 00:32:58,760
Speaker 5: Honestly though, I kind of do because it's kind of

721
00:32:58,840 --> 00:32:59,920
Speaker 5: like I want you to live.

722
00:33:00,200 --> 00:33:02,600
Speaker 1: I want you to laugh. Now leave me alone.

723
00:33:02,680 --> 00:33:04,040
Speaker 4: We're done yet, threads ended.

724
00:33:04,160 --> 00:33:06,440
Speaker 1: You know what this this is giving. It's giving work

725
00:33:06,440 --> 00:33:07,040
Speaker 1: life boundaries.

726
00:33:07,080 --> 00:33:07,960
Speaker 4: It's giving boundaries.

727
00:33:08,000 --> 00:33:10,760
Speaker 5: It's giving boundaries, it's giving I'm here to do my job,

728
00:33:10,840 --> 00:33:12,040
Speaker 5: I'm clocking in, I'm clocking out.

729
00:33:12,040 --> 00:33:13,560
Speaker 1: I'm about to go hang out with my girl. Emily.

730
00:33:13,640 --> 00:33:18,479
Speaker 5: Were about to be in the city. Yeah, okay, Connie, Connie, Yes, Emily,

731
00:33:18,560 --> 00:33:21,960
Speaker 5: I think we're still betcher. Okay, what's yours say? Okay,

732
00:33:23,040 --> 00:33:25,280
Speaker 5: here's my feedback on the report. Let me know if

733
00:33:25,280 --> 00:33:26,280
Speaker 5: you have any questions.

734
00:33:26,720 --> 00:33:29,160
Speaker 4: Yea, Brian, Brian.

735
00:33:29,200 --> 00:33:33,040
Speaker 2: No, No, Also, like, is that's still a thing?

736
00:33:33,360 --> 00:33:35,440
Speaker 1: It is in wrestling, in wrestling?

737
00:33:35,480 --> 00:33:38,280
Speaker 2: Okay, Well I don't wrestle, and you shouldn't be wrestling

738
00:33:38,320 --> 00:33:39,800
Speaker 2: at work, even with your bad boss.

739
00:33:40,120 --> 00:33:45,480
Speaker 1: That's an HR violation. Why why Brian?

740
00:33:45,920 --> 00:33:48,600
Speaker 2: Yeah, it's fun, it's thirty, but.

741
00:33:48,640 --> 00:33:50,479
Speaker 1: No, it's I don't know.

742
00:33:51,440 --> 00:33:57,040
Speaker 5: Yeah, no, okay, last, but certainly not least passing along

743
00:33:57,080 --> 00:34:01,200
Speaker 5: the assets for tomorrow's meeting. Please don't fire me, as

744
00:34:01,200 --> 00:34:03,320
Speaker 5: in p l Z, don't fire.

745
00:34:03,040 --> 00:34:03,800
Speaker 1: Me, Darren.

746
00:34:04,200 --> 00:34:07,400
Speaker 5: Oh my gosh, Darren, I think I might have to

747
00:34:07,400 --> 00:34:11,319
Speaker 5: fire you just because you because you tell me you're

748
00:34:11,320 --> 00:34:13,480
Speaker 5: about to pass along something and then say please don't

749
00:34:13,520 --> 00:34:16,319
Speaker 5: fire me. Now you've terrified me, because what the heck

750
00:34:16,320 --> 00:34:21,440
Speaker 5: are you? What are sending for tomorrow's meeting? Right, I'm terrified.

751
00:34:20,960 --> 00:34:23,640
Speaker 4: Now I don't like that. I'm scared.

752
00:34:23,800 --> 00:34:27,200
Speaker 5: I think Darren was actually saying please fire me, yeah,

753
00:34:27,239 --> 00:34:28,160
Speaker 5: because yeah.

754
00:34:27,920 --> 00:34:29,479
Speaker 4: That was a little bit of a cry for help.

755
00:34:29,960 --> 00:34:34,000
Speaker 4: But all this is to say, what's the takeaway here?

756
00:34:34,320 --> 00:34:36,879
Speaker 2: You know, you got to keep it professional. Obviously, every

757
00:34:36,920 --> 00:34:40,520
Speaker 2: workplace has a different vibe. So if this flies on

758
00:34:40,560 --> 00:34:46,280
Speaker 2: your team, like, go off, but probably keep it professional.

759
00:34:46,320 --> 00:34:49,200
Speaker 2: I will say, I'm really trying to find my signature

760
00:34:49,400 --> 00:34:50,160
Speaker 2: email sign off.

761
00:34:50,239 --> 00:34:51,160
Speaker 4: I don't have it yet.

762
00:34:51,280 --> 00:34:54,919
Speaker 2: So if you guys have really good ones that are fun, lighthearted,

763
00:34:55,440 --> 00:34:58,240
Speaker 2: not sincerely, I don't want any sincerely. It's because clearly

764
00:34:58,280 --> 00:34:59,200
Speaker 2: you're not being sincere.

765
00:34:59,400 --> 00:35:00,560
Speaker 1: No, and the.

766
00:35:00,560 --> 00:35:03,719
Speaker 2: Cheers one like, it's not me. I'm not cheers. So

767
00:35:03,840 --> 00:35:05,520
Speaker 2: if you guys have good at rex.

768
00:35:05,320 --> 00:35:05,719
Speaker 4: Let me know.

769
00:35:05,880 --> 00:35:08,680
Speaker 5: I want to steal them. So, Gianna, what's the verdict?

770
00:35:08,680 --> 00:35:10,080
Speaker 5: You think it's cringe or it's cool.

771
00:35:10,440 --> 00:35:12,320
Speaker 2: I think all of these are a bit cringe, except

772
00:35:12,360 --> 00:35:15,040
Speaker 2: for Connie is honestly leave me alone, like I'm loving that.

773
00:35:15,120 --> 00:35:17,000
Speaker 2: But no, I think they're all a little cringe.

774
00:35:17,120 --> 00:35:17,600
Speaker 1: I agree.

775
00:35:17,640 --> 00:35:19,960
Speaker 5: I think Connie is the least cringe. I think Connie

776
00:35:20,040 --> 00:35:22,160
Speaker 5: might be a little cool, but even still, I don't

777
00:35:22,160 --> 00:35:23,879
Speaker 5: know if I necessarily would tell my manager or leave

778
00:35:23,920 --> 00:35:24,280
Speaker 5: me alone.

779
00:35:24,360 --> 00:35:25,680
Speaker 4: Yeah, cringe, but iconic.

780
00:35:26,040 --> 00:35:28,200
Speaker 5: I guess the verdict is clearly out that we both

781
00:35:28,239 --> 00:35:29,400
Speaker 5: think this is cringe.

782
00:35:29,480 --> 00:35:31,400
Speaker 1: But I really want to know what you think.

783
00:35:31,760 --> 00:35:34,239
Speaker 2: Yes, thanks, for listening and let us know in the newsletter,

784
00:35:34,320 --> 00:35:36,640
Speaker 2: which you should be following by now if you're not already.

785
00:35:36,840 --> 00:35:38,960
Speaker 2: You could find the link to the newsletter in the

786
00:35:39,000 --> 00:35:41,200
Speaker 2: show description and also in my LinkedIn bio.

787
00:35:41,440 --> 00:35:42,840
Speaker 4: It's called Let's Talk Offline.

788
00:35:42,920 --> 00:35:47,479
Speaker 5: Ooh, iconic Stina girl. Thank you so much for sending

789
00:35:47,520 --> 00:35:50,360
Speaker 5: in your question. Y'all, y'all can be just like Stina. Okay,

790
00:35:50,800 --> 00:35:52,880
Speaker 5: I love her question because it wasn't even about her,

791
00:35:52,960 --> 00:35:54,920
Speaker 5: it was about how she can be a better ally

792
00:35:55,000 --> 00:35:55,600
Speaker 5: in the workforce.

793
00:35:55,640 --> 00:35:57,759
Speaker 1: We all should be allies. If you guys have.

794
00:35:57,760 --> 00:36:00,640
Speaker 5: Any burning listener questions, you guys can and ask me

795
00:36:00,719 --> 00:36:03,040
Speaker 5: and Gianna. Information on how to do that is in

796
00:36:03,080 --> 00:36:05,479
Speaker 5: the show description. I'm gonna tell you all this every time.

797
00:36:05,640 --> 00:36:08,280
Speaker 5: Look in the show description. It is a gold mine

798
00:36:08,280 --> 00:36:11,080
Speaker 5: of gold gems for goldness and goodness. Look in the

799
00:36:11,080 --> 00:36:11,760
Speaker 5: show description.

800
00:36:12,239 --> 00:36:15,080
Speaker 2: Also, make sure you guys rate and review the show

801
00:36:15,320 --> 00:36:18,759
Speaker 2: and follow us so you can stick around and join our.

802
00:36:18,719 --> 00:36:19,960
Speaker 4: Little thing we got going here.

803
00:36:20,000 --> 00:36:22,919
Speaker 2: I like it, And before you guys go, remember we've

804
00:36:22,960 --> 00:36:25,839
Speaker 2: always got your back. So if something comes up, let's

805
00:36:25,880 --> 00:36:26,680
Speaker 2: talk offline.

806
00:36:26,840 --> 00:36:28,240
Speaker 4: I'm Giana Prudenti.

807
00:36:28,239 --> 00:36:31,600
Speaker 1: And I'm Jamie Jackson. Gadsden and I Boy Voice, Just Crack.

808
00:36:32,480 --> 00:36:40,280
Speaker 5: Going through Prebty Again and I'm Jamaie Jackson Gadsden, Stay Thriving, Let's.

809
00:36:40,040 --> 00:36:43,319
Speaker 2: Talk Offline is a production of LinkedIn News and iHeart Podcasts.

810
00:36:43,520 --> 00:36:46,279
Speaker 2: The show is produced by Western Sound. Our producer is

811
00:36:46,280 --> 00:36:49,279
Speaker 2: Sabrina Fang. The show is edited by Savannah Wright. Our

812
00:36:49,320 --> 00:36:52,920
Speaker 2: associate producer is Sarah Dilley. Alex mckinness is our engineer,

813
00:36:53,200 --> 00:36:55,240
Speaker 2: and Ben Adair is the executive producer.

814
00:36:56,480 --> 00:37:00,880
Speaker 5: Executive producers at iHeart Podcasts are Katrina Norvel and Nikki Etour.

815
00:37:01,440 --> 00:37:05,160
Speaker 5: We got support from LinkedIn's Jesse Hemple, Sarah Storm, and

816
00:37:05,440 --> 00:37:09,919
Speaker 5: Ayana Angel. Maya Pope Chappelle is Director of Content, Dave

817
00:37:10,000 --> 00:37:13,120
Speaker 5: Pond is head of News Production, Courtney Coop is Head

818
00:37:13,160 --> 00:37:16,440
Speaker 5: of Original Programming, and Dan Roth is the editor in

819
00:37:16,520 --> 00:37:17,400
Speaker 5: chief of LinkedIn