HR BESTIES - HR Besties: "Other Duties As Assigned": Surprise Changes at Work

Episode Date: February 5, 2025

Today’s agenda:  Really great stitches Cringe corporate speak: put a pin in it Hot topic: When your job description changes: what can you do? New job description and evolving roles can be useful in developing a resume and skillset Understanding the legality of role changes is crucial for employees Effective communication from leaders can prevent misunderstandings about job responsibilities Have we seen this before? (yes, absolutely) Self-advocacy is key for employees Establishing boundaries to avoid burnout Encouraging leaders to communicate changes and expectations transparently to team members Creating a supportive work environment benefits everybody Questions/Comments  Your To-Do List: Grab merch, submit Questions & Comments, and make sure that you’re the first to know about our In-Person Meetings (events!) at https://www.hrbesties.com. Follow your Besties across the socials and check out our resumes here: https://www.hrbesties.com/about.  Subscribe to the HR Besties Newsletter - https://hr-besties.beehiiv.com/subscribe We look forward to seeing you in our next meeting - don’t worry, we’ll have a hard stop! Yours in Business + Bullsh*t,  Leigh, Jamie & Ashley Follow Bestie Leigh! https://www.tiktok.com/@hrmanifesto https://www.instagram.com/hrmanifesto https://www.hrmanifesto.com Follow Bestie Ashley! https://www.tiktok.com/@managermethod  https://www.instagram.com/managermethod https://www.linkedin.com/in/ashleyherd/ https://managermethod.com Follow Bestie Jamie! https://www.millennialmisery.com/ Humorous Resources: Instagram • YouTube • Threads • Facebook • X Millennial Misery: Instagram • Threads • Facebook • X Horrendous HR: Instagram • Threads • Facebook Tune in to “HR Besties,” a business, work and management podcast hosted by Leigh Elena Henderson (HRManifesto), Ashley Herd (ManagerMethod) and Jamie Jackson (Humorous_Resources), where we navigate the labyrinth of corporate culture, from cringe corporate speak to toxic leadership. Whether you’re in Human Resources or not, corporate or small business, we offer sneak peeks into surviving work, hiring strategies, and making the employee experience better for all. Tune in for real talk on employee engagement, green flags in the workplace, and how to turn red flags into real change. Don't miss our chats about leadership, career coaching, and takes from work travel and watercooler gossip. Get new episodes every Wednesday and Friday, follow us on socials for the latest updates, and join us at our virtual happy hours to share your HR stories. Learn more about your ad choices. Visit podcastchoices.com/adchoices

So, you know, sometimes at work, you become close to people when like personal things happen like far closer than you may have anticipated when you start your career. Mm hmm. Trauma bonding. Yeah. Plus you're with them for 40 fucking hours. Plus a week. Well, sometimes even if you've only been with someone for about 45 minutes.

Oh, overshare. I am very fair skinned. And why that matters is that as a child of the 80s, I had some really bad sunburns, Linden, Rec, Softball Park in Louisville and otherwise. And so as a result, I have to go to the dermatologist like a couple of times a year and all the things. And so back now, this was years ago, back when I was a lawyer in a law firm, so lifetime ago, I'd gone to the dermatologist and they're like, you have a concerning area. We need to remove it. Okay, fine.

That area was on a part of the body that no one ever sees. Well, hardly anyone ever sees that is normally covered by undergarments. And so I had it done, okay, whatever. And they're like, okay, we're going to do it. We're going to have these stitches. And my dermatologist just wins all the magazine awards, these things. She's like, but you got to get the stitches removed in 10 days or whatever. And I was like, oh shit.

I'm like, I had just gotten assigned to this big case and I'm like, I'm going to be in Kansas City all next week. And she's like, well, could have told me that about like 15 minutes ago. But she's like, well, just go, go to like, you know, go to like a Walgreens or whatever, go there to get them removed. I'm like, okay. And so, okay, so I'm going and what I was doing was managing a team of contract attorneys. And so it was like a big class action lawsuit. And so I'd come from Atlanta and was like working with them. And that would, you know, those things are always a team of contract attorneys. And so it was like a big class action lawsuit. And so I'd come from Atlanta and was working with them.

And those things are always a whole other story. But that morning, I was like, because it was the first morning I'd gotten there. And I was like, oh, I need to go. And so I was asking some of them, I was like, do you know where there's a local clinic? And this person's like, well, yeah. But they're like, I'll take you.

And this other one's like, we'll take you there. And they're like, what do you need? And I was like, nothing, no big deal. And so these two women drive me and I go there and I go into and I'm like, I need to go into like the actual clinic. I'm sure they're like, what the fuck is what's happening? But I'm like, I don't want to, I don't want to be an oversharer or seem weird. So I'm having it done. And the person at the clinic, the PA or whatever is taking out the stitches and then he like freaks out and he's like, I can't do it.

I'm sorry, I can't do it. And he's like, these stitches, these stitches are too tight. Okay. He's like, he's like, she did a really good job. Like I can't get these out. And I'm like, okay, well, what are we going to do here? And so he's like, I don't know, you have to go to a real doctor. What are you?

And so I'm like, and so anyway, so I come out and do this to him immediately. Like I'm like, what are you? And so I'm like, what the heck? And so anyway, so I come out and these two women, immediately, like I'm like, what am I going to do? So I tell them, I'm like, I need to find a doctor that can get this done. I don't know what the hell I'm going to do. My first ever time in Kansas City, Missouri. And so these women are like, we got you. And so we're like, they're like, I know this doctor. I mean, they are like going deep. And so three attorneys together, like they find it, they drive me over there,

I'll give you the epilogue, all was totally fine. They finally got them out. And the guy was like, their woman, I think, at that point, the doctor was like, yeah, these were really great stitches. So, kudos to my doctor here in Atlanta. But anyway, I was crying with laughter because I tried so hard to have this thing. But really, I just needed these women to help get these things out of me. I was panicking. What am I possibly going to do? These two women, Terry and Asia, still are my Facebook friends years later.

Through that, I ended up getting pregnant with my first child when I was working on this. It was the case that would never end. We went through life stages, but it all started with their Uber service to take me to go get some really tricky stitches. So I have too many jokes. I was trying to be kind of mysterious because I'm like, like I work with like I do work with organizations now.

And I'm always like, they're like, we love your podcast. I'm like, oh, good. You've already listened to it. Anyways, those two ladies became and a number of the others there have still been like ride or die people. Like we went through it like professionally, personally. Like y'all bonded. We bonded. I bonded. I got unbonded actually during this thing. But so yeah, that was, I appreciate when you find those people that you can like really bear it all with, man, whatever way. And so just know, sometimes people are going to need you even if you aren't expecting it.

See, I love that. Just supporting others like that, how they supported you. Because it sucks being somewhere new, first time, you have a thing, you have an emergency, you have a life thing going on. And just for people to step up and just not make you feel weird, just make you feel human and loved. I mean, belonged, you know, like feeling that belonging. Like, I love that. I love that. That's a feel good. LESLIE KENDRICK It was so, like it was our own community. I'm going to send this to both of them.

I don't know. Like, I mean, I literally keep like commenting on social media, all the things, and they've done, they've each done really kind of like cool things and like they're family members. Like, I, you know, we could kind of keep up with people like that. And so I loved that experience, especially being in a new city. So it was the sense of community

that I didn't realize I'd need. Ah, like we're all human. We bring our whole selves to work. Shit happens. Support each other. Oh, I love that. Oh. That's what I want to know. Starring Kaylee Cuoco and Chris Messina. The only investigating I'm doing these days is who shit their pants. Killer messaged you yesterday?

This is so dangerous. I got to get out of this. Based on a true story. New season Mondays at 9 Eastern and Pacific. Only on W. Stream on Stack TV. TD Direct Investing offers live support. So whether you're a newbie or a seasoned pro, you can make your investing steps count. And if you're like me and think a TFSA stands for Total Fund Savings Adventure, maybe reach out to TD Direct Investing. I appreciate some of that hot goss.

Let's do it. Let's kick this meeting off. Next, we will shift into Cringe Corporate Speak and Jamie, she's going to take that for us today. Then we'll pivot into our hot topic of this meeting. It's all about, hey, surprise, your role is changing. Maybe you have some new job tasks,

maybe your manager has added three jobs on top of your current job. Maybe you were supposed to be remote employee and now you're not. All the things, right? We get a lot of feedback from listeners. Is this illegal? Can they make me a salaried person, clean the toilets today? Like whatever the question is, right? We're going to turn that topic inside out.

And then as always, we're going to do some questions and comments to close this meeting. Jamie, Cringe Corporate Speak, what do you got for us today? Yeah, actually, this is a really good one for the opening story. I didn't know what the opening story was going to be, so put a pin in it. Oh my God. We're making a pin out. God, that was perfect. I couldn't have picked a better corporate cringe speak.

So put a pin in it is, I'm definitely guilty on, God, I am guilty of a lot of these. Definitely have said it. I hate it and I've probably had a visceral reaction when I've said it, but it essentially means we're going to put a pin in it, meaning we're going to take it off the table, we're going to come back to it, we're going to circle back. I'm trying to think of every corporate cringe that we could possibly think of. It's a very tiny version of the parking lot. It means exactly the same thing.

This means shut the hell up. It's a placeholder. Just stop, pause, pivot. Come off, and that idea you've pinned to the wall will flutter away in the wind like Mary Poppins, and you'll never see it again. Yes. Probably. I mean, it goes back to this thing

when you're, like, facilitating sessions and someone asks something that's, like, completely, completely irrelevant, which now I've, you know, gotten to be. Now my kids are of an which now I've gotten to be. Now my kids are of an age that I've gone to enough things at various schools, when you have like parents meetings, and people will ask a very individually specific question and these things, and they'll even kind of like the person leaving, I'll be like, let's put a pin in that.

We can talk offline, you circle back, all the things that I'm chuckling in the corporate speak. And the person kind of keeps going and it's like, other people might have this question like, no, no, nobody's child else has a fear of chips and is in your frame if someone brings those with them, like, no. And so, but it's, it is corporate and life are all the same. And so I do think I've probably said this like parking lot to kind of be like, let's keep on track. Let's put a pin in it.

Sometimes I'll have this notebook and I'll write things down. And then I look at it, I'm like, I couldn't tell you what that says the next day. But I'm very vaguely like fake hand writing, like nodding, like yes, yes, yes. And so I probably have. Lee, have you?

No, that one's not really in my vernacular. I think I say like, let's take it offline or this isn't on topic, ah, this feels off topic or parking lot or, you know. Like off topic, saying like this feels off topic. I'd probably cry in the bathroom afterwards if you, but it is a level of clarity. I've worked in some places. Yeah, no, we've heard. We know, we've heard and we've heard. Yeah, I've worked in some places. Yeah, no, we've heard. We know, we've heard and we've heard.

Yeah, I've worked in some places, you know. Conflict for progress. It is. I mean, there is a value in saying what everybody else is thinking. Like a lot of corporate speak really is like everyone's thinking it, so just own up to it. It just feels, you know, it feels. Yeah, but I roll it in sugar.

I make it cute, you know. Yeah, you know, it feels. Yeah, but I roll it in sugar. I make it cute, you know? Yeah, you do. Like I would in that moment, unless I don't like the person. And then that is off topic and we're going to bypass that. I've definitely been in meetings when someone says it, like says like this, like this is off topic in a savage way. And let me tell you, nobody's bringing up any bad ideas again or good ideas.

No ideas are coming forth because no one will speak ever. Just scream out, Veto! But it's also always that one guy. You know, there's always that one guy that you always need to put a pin in his shit. I swear they just love to hear themselves talk. Say three of us on our podcast. Haha, but you're listening so, haha. Well, let's go ahead and put a pin in this.

Okay, let's put a pin in this conversation. Oh, gosh, should we mosey on over to the hot topic? Let's put a pin in this topic and then move on to our next topic. Of course, we'll come back to this. We always do. We always do. Don't worry. Don't worry.

Great idea. We'll come back to it. Well, this is all things bait and switch. That's kind of what it feels like, right? When all of a sudden you get new job tasks that weren't in your job description, when all of a sudden your job descriptions turns inside out, when the job arrangement you have maybe gets tossed out the window, who knows,

there's all sorts of things and circumstances that happen. But basically, surprise, your role is changing. What does that mean for you? Can your role be changed? Is that illegal or not? Should it be? All the questions, all the questions. Ashley, as our resident attorney here, I'm sure you're chomping at the bit, right?

There's a lot here in this topic, right? Has this happened in your workplaces before? Have you seen this? I absolutely have. And I do think there is a place to thread the needle between. I know the phrase, thread the needle is probably corporate speak, I say that one all the time, so it's not cringe at all.

But a lot of people criticize the phrase, like other duties as assigned or other duties as needed in a job description. But that being said, the realities of life are like sometimes things are going to come up, sometimes for good, like you're like, oh, I'd love to do that, but it's not listed in your job description. A lot of people are like, I don't even have a job description. So realistically, a lot of places, if you're like, oh, we don't have any, you're in very common company there.

But that phrase, some people are like, that should never be there. I'm like, well, that's also like, this is what it is forever. Probably not, whether it's technology or the realities of things, but you also can't over-rotate in the other direction, and you can. So what I will say is sometimes, especially having worked in, advised in pretty much, I'm not a licensed lawyer everywhere in the world, but having worked with local counsel in these areas, it was incredibly eye-opening to me who spent the vast majority of my career at the beginning focused on US employment law and thinking, oh, this is like super complex. And then the rest of the world, in most of the rest of

the world, people that are listening right now, which we love, love, love our global audience. Like in Germany, for example, like, like, like, like, what are you talking about to do to change people's jobs and things like that, often you have to go through, basically a union representative to make policy changes and things in the workplace. And a lot of employers hear these things or hear the you word and they're like, oh God. But really what that is, is a formalized way of having a conversation that is needed in any workplace. And so I'll say this, in the US, from like a legal perspective,

often you can do absolutely so much. You can change people's jobs, you can do all of that. The question is, what's going to happen if and when you do? And how is that going to impact that person and your whole teams and their productivity and all of these? That even if you have the right to do something, just because you do, should you actually do it? And that's in that second part, I think it's not asked enough.

I've spent a lot of my career in startups where they might think that this is the role. So we created a job description. We got that at least, but this is what we thought we needed at the time. And then it's evolved. And it might've evolved. And I'm even talking about my own role. Like it could evolve four or five times in the period of, you know, a couple of years because you might be growing bigger and then you're hiring people and your role's changing and their role's changing because you're getting things off you and you might be adding things on to you and maybe there's new needs. And so I think for me, I've always kind of been like roll up your sleeves kind of girl

and I'll do whatever I need to do. And I'm like, nothing's below me, but I have had those conversations with employees where they're like, well, that's not in my job description, you know? And it's like, oh, okay. Well, see that very last line on the bottom, other duties as a sign. Sorry. And I get it. And I do understand some employees feeling like they didn't go to school for this long.

I used to always joke, I didn't bust my ass through college and have student loans to make pretty posters for employee free lunch. But also, I didn't have to do real work. I got to enjoy creating and doing art. And that was fun for me. And that was my 30 minutes break from this shithole job. I'm just kidding. But yeah, I mean, I think, you know, as long as you're effectively communicating as a leader to your staff and to your team, which, you know, that in and of itself is a challenge, right?

But as long as you're effectively communicating and you have good rapport with your team Small shifts and their job shouldn't be a surprise to them Bagel bagel bagel bagel bagel bagel bagel bagel bagel bag. Gel? Bagel? Bagel. Bagel. Bagel. No, wait. Bagel. Bagel.

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new small and mighty Cortado. Cozy up with the familiar flavors of pistachio or shake up your mood with an iced brown sugar oat shaken espresso. Whatever you choose, your espresso will be handcrafted with care at Starbucks. Well, there you go. There's the should word again, right? Yep. You should be communicating. That shouldn't be a surprise. But nine times out of 10, things just get thrown over the fence. And I've had the employees come to me, hey, this isn't in my job description. Hey, we're able to do this and here's why, blah, blah, blah. Where I would see a big issue with it is when a leader would tack on multiple jobs, right?

In lieu of backfilling somebody. Yep, yep, yep, yep, yep, yep. Like there they go. They toss like that job onto somebody else and it really on paper would reclassify the job as a higher level, right? Like it's actually a senior level position now and you haven't posted it.

You've changed the job by more than 20%. You've done this, that, and the other, which a lot of times was the threshold. We've evaluated. They'd never communicate to HR. They just throw it on the employee. The employee was doing it a year. Then performance management comes around.

They get a meets or whatever. They get the middle. And then someone's pissed. That's how, oh, right, or whatever. They get the middle and then someone's pissed. You know, that's how, oh man, like rinse and repeat, right? That's how, ooh, that's how it always comes up everywhere, right? And so when it becomes exploitative like that, you know, what do you do as an employee? Like, has that happened to you all? What did you all do? Oh, my God. Like, yes.

Like, and I've had... Yes. And sometimes I've had situations when going in, and honestly, this probably is another episode as well about when sometimes it's worth... Sometimes it's worth taking on more because you're doing that, and that's going to pay off on your resume.

And you don't have a realistic... Yeah, like, and just realistically, like, like, just a couple weeks ago, like, Eugene Jordan, who's a friend I've made for a couple of years, she's a chief marketing officer. She had a great, um, she's had a lot of great content. She'd gotten laid off from her job, like a job. Like you might see her on LinkedIn, so that name may be familiar. She's, she's, she's a good friend,

but she had posted recently about like toxic environments or when people are doing these things to you. So often you hear people that are like quit. Well, the reality is a lot of those people who are getting more dumped on don't have a realistic option or it's going to create incredible amount of financial and other stress to just quit. You're like, I don't have the opportunity to do that. And so sometimes it's deciding like how can you advocate and how can you, what can you take on and how is that that going to be, what's going to become a bullet point on your resume that you're like, fine, you know what, F it. Like, I'm just, I'm going to do this.

But a lot of it is framing, your boss probably isn't thinking about things. I mean, I can't tell you how many, how many leaders have had like, oh, this person's leaving. We're going to have this person absorb their job duties. Like you are just a sponge of energy, time, and capacity, and no complaints in that sponge. Just like a, yes, or we'll do that and we'll give them, we'll give them, you know, 5K in addition to take on two people's jobs. And you're like, I just think to the extent you can

to vocalize, anytime you're giving that, again, there's like a whole other episode, like upward feedback or things trying to influence decisions being made at organizational chart levels above you, is trying to meet people where they are and saying, I want to be here, I want to build a career, but it has to be sustainable. And I'm worried if I'm just taking these things on, what does that realistically look like?

Because I don't want to be burning out in a few weeks' time, like that's not good for you, that's not good for anybody, and saying, and they'll probably care more about that that's not good for you, that's not good for anybody. And saying, and they'll probably care more about the, that's not good for you, meaning me as a leader. And so trying to vocalize what you can, but also then deciding, okay, what am I going to take from this and being able to flex into my LinkedIn and my resume and leverage this. So I have get the next opportunity where I not only do this,

but also get appropriately titled and compensated for it. Yeah. And Emily, you asked what we've done. Like, I've, point blank, asked for a raise. And so it might not be right away. It might be I have been documenting everything that I've done since so-and-so left, maybe, or all the jobs that have now fallen under me or the task, I should say. And then I go and I have legitimate documentation or maybe metrics. Maybe this has increased X amount.

In HR, that's not necessarily always an easy thing to point out because it's not like sales. But I've done all this and I would like a raise. And just point blank asking, and I'll be honest, I've been successful and I've gotten what I deserved, but I've also gotten the, okay, well, here's $3,000 to kind of shut you up, even though I was taking on a full other FTE, like I'm literally doing two people's jobs.

So, and then that's when I go, okay, I'm going to do this for six months and I'm going to add the experience to my resume. And when I go to look for another job and they ask me why I'm leaving, I'm going to say why. Now, obviously same thing. I roll that shit and sugar. I don't say I'm leaving because those fuckers only gave me three grand for doing two people's job. But I'm going to say, this person left, I took on their job and I've been functioning in that role. Unfortunately, there's no room for growth or to further my career in the company. Roll that shit and sugar. But yeah, it's difficult and it's definitely something where I've experienced that a couple of times.

But I think also being in HR, being the voice in the mouth for if you see that within your company speaking up and saying, okay, there's some inequity here. We need to bump this person up. Oh, they're taking on a team now? They're going to have five direct reports when they had none before? Yeah, we need this is because now we're rolling into their jobs going to be managing people and time cards maybe or you know, whatever like this is now their

job has completely changed. So what can we do to look at their job and give them the proper salary change or updating their job description, not just their job title. Because a lot of times they like to just slap a new job title and be like, oh, we added and something to your job title. Yeah, no, I mean, I'm totally aligned with you all. It's very important, especially if there's a change you do not like, to vocalize that. Again, it doesn't have to be contentious or anything, but to make it be known and doing it really through questions, that's what I do. So this has happened to me before,

and my first question is, how long do you anticipate this absorption of new roles and responsibilities to last. When will you be backfilling that other job? Does this come with any sort of increase? Because it should, because you're asking me to do a higher level job, even if it's temporary. Can you do a monthly bonus if you can't make it official

in the books right now? But all of that just shows that you're someone that really can't be screwed with in a way, right? You can't be exploited. You have boundaries. The other thing that I do is I say, oh, okay, well, yeah, no, I can take that on. But we need to then reprioritize what I am currently doing. What is actually important? I need to then re-prioritize what I am currently doing. What is actually important? I need to throw my goals out. We need to establish some new ones for the remainder of the year, right?

Or, you know, help me understand what is of highest priority to do, because I will not and cannot do it all, right? So, yes to adding this. Wow, I'm a team player. Fantastic. But then, okay, what comes off my plate? Yes. It's like the yes and. Yeah, exactly. Right? So it's rare. I'd like never say no.

It's always like, yes, maybe, but a but, and like you were saying, you know, yes and okay, then let's reprioritize, you know, all my roles and responsibilities here so I understand what's important to you, leader, and so that I can achieve and accomplish for you and our success as a team and business. Totally on board with that.

That's great. But what's no longer necessary then? And we can take off so I can focus on this important stuff you really need me to do now, right? So it is rare that I've ever just taken something on that's been tossed to me. It's always like lots of questions like how long and now what and then what and then how. With them, what's in it for me?

I know what's in it for you, boss. You're trying to kiss a mass. Like I know the politics here, right? But you're trying to save money by using me. So definitely a recommended path forward is just having those conversations, making it known, and then memorializing that shit through email afterwards, documenting that in some way, you know? What else have you all done?

What I would just generally recommend is if you're hearing this and you're like, oh, God, okay, let me go back and write that down. Like, you can always re-listen. Please. Hopefully that helps us in our analytics. I have no idea. But if you're hearing this and you're like, okay, but this is my situation and I'm having something like five days back in the week back in the office and in these things or

yeah, the people have left, we have a hiring freeze. And so our existing team is taking is taken out everything. How do I have that conversation with my boss? How do I phrase that? And what are they thinking about? And we talk all the time about using things like a chat GPT and again, not following your organization's policies, but also never putting in, you know, specific information. But for some of these general things, it can help you to give you some of those prompts.

If you're having trouble thinking about those, that's totally normal. Like, you know, we have a lot of experience having these conversations, helping other people have these conversations. And so to help yourself, one of those free development tools can be going to and doing a prompt of like, how can I, what are questions I should if you see something coming or if your manager has presented something to you and you're like, let me think on that. You don't have to be like, let me go listen to that HR Besties episode or let me go ask Chad G. But if you go and ask for a prompt of, you know, what are the questions I should be asking my manager of things they're going to care about? How can I make it more likely

that they understand where I'm coming from and I can still keep my job? But sometimes those can be helpful if you're having trouble thinking about how to do that. That's a really good suggestion. Help me talk to my leader, please. Yeah. I mean, that will probably be like, you know, by the time this episode comes out, it'll be like, new thing. We will just have all conversations at work for it.

You'll never speak to anybody again. Like, okay. Exactly. Pluses and minuses. Okay. Like, okay. Exactly. Exactly. Pluses and minuses. Okay. Right. Right.

Oh, gosh. Well, shall we transition to some questions and comments, ladies? What do we got? Anything? Anything? I got a quick comment. I would just say, don't be afraid to ask questions if your role is changing or they're asking to take on new information.

That's okay. And document the fuck out of shit. It's not just HR's job to document. I always suggest for employees to document their own stuff. Whether it's just a running word document to keep or you're sending emails to yourself, document it. Greg approached me on January, whatever, about this role. Seriously. And this is what I asked him. Don't be afraid to do it because ultimately it's your wellbeing

that's going, and you're possibly even your mental health if you're stressed out working two jobs. It's ultimately going to be your life on the line. And that sounds very dramatic. And I don't mean it to sound dramatic, but this is your livelihood and your wellbeing. So ask the questions. Don't be scared to ask the questions. It's similar to what Jamie was sharing. You are your best advocate. No one's going to look out for you the way you do. And it is a major red flag if you do bring up questions and concerns and your manager does not care. You may not be in a place that fits you

because it doesn't respect you. And so it is totally okay to then create, start drafting that exit strategy to get out of there. Like Ashley was mentioning earlier, you can't just up and quit a lot of times. The majority of us don't have that privilege, right? We need those binnies, you know, and that healthcare and all those other things. But it is totally okay those binnies, you know, and that health care and all those other things.

But it is totally OK to be like, you know what? This is eye-opening for me. I'm going to be introspective. Instead of leaning into my work, I'm going to lean out just a little bit to take some time for me, establishing boundaries, and maybe get the hell out of here in a strategic way. That works for me because I'm going to prioritize me

since they're not going to. So just something to think about. I love that. And as a manager, when your employees are asking questions when they have changes, you may be pressed for time, you may be frustrated because you may be having corporate or other organizational dictates that you don't want to enforce. And you're having to and that can feel awful. And when people have questions about it, you may be like, oh, but that shows that they're investing. Again, when they're asking questions about it, they're investing in it. And it's really personal to people. And people, it's really personal. I have one comment, and I know we talked a lot about should, like the should word, like should, should, should, should, should. And it reminded me of something I've been thinking about

for weeks, and I have meant to text you all, and I'm glad I haven't, because now I can say it on air, is, you know, like, people say, like, a she shed? Yeah. She shed in your backyard, like, have a she shed? I have a friend, Marta, who had a she shed. It was beautiful. I want a shed.

Like, a shed in the backyard or otherwise. But is it just a quiet room? And so when everything's going loud and things are going on, you can go and have peace. And so I want to start, I'm going to have to go buy the domain before this goes to air. I don't know how many H's are in a shed. I'll have to buy a few. That's fine. I have a lot of domains.

But I am going to start a trend called a shhh shed. Got it. A shhh shed. It's just a quiet space. Shhh shed. So that's it. I would love that. Okay.

You can come up. You can't come with me. We'll take turns. No, no. You can sit in there, but you have to be quiet, which is fine. Oh. Okay. I'll sit in peace.

But people can only come in if they agree to be quiet in there. We should have those in the workplace. Those pods, but it's for quiet mindfulness. See? See? That's what I'm saying, right? Okay. There you go.

Can you see it? Shark tank. Thank you. How much have you sold? A gazillion. A gazillion. Brilliant idea. How has nobody thought about this? I don't know. I haven't Googled.

I'm going to look that up after this episode to see if anybody else has. And I'll be sad if they did because I thought of it independently. Yeah. Well, I feel like we may have gotten off track. So should we put a pin in it? Put a pin in this shit. Pins allowed, words not. Words not. Put a pin in this shit.