In this segment, the speaker outlines practical steps for cultivating trust and wellbeing within a team. They stress the importance of clear, explicit communication so that responsibilities are understood, and they encourage delegating tasks and pairing team members to provide mutual support. The speaker monitors overtime to prevent burnout, treating excessive hours as exceptions rather than the norm. Regular one‑on‑one meetings every two weeks are highlighted, with a strong preference for rescheduling rather than canceling to demonstrate commitment. Emphasizing that organizations work with people, not machines, the speaker advocates for personal connections—learning about colleagues’ interests, routines, and habits—to foster deeper trust and enable proactive wellness checks.
Chapters
I try to pass a message and make sure that people know, because sometimes just assume people know it doesn't mean that they do it. So I try to tell and make sure that they know and they hear it. And especially there is a few people and I know they just go over and they have a lot of things on them and I, okay, so what are you doing? What are you spreading? Can someone else take this from you? Let's pass it to someone else. Let's put someone else with you in the call and you get help. But you don't feel alone doing that. I know with some people especially, I check how many hours are you working? Are you working overtime? Why are you working overtime? How can we fix this? Because I don't want people burning out. I mean, sometimes we have to do it because there is a fire and those are exceptions, but I don't want for people that be the rule. Yes, I, I do that often enough for in my one-on-ones. I try to have talks with people every 2 weeks. And I usually try to not cancel if I cannot make it. I try to reschedule because I think that's a really important part for me. We definitely don't work with machines. We work with people, people that have life. And like I say, it's just building relationships, and it's a relationship that has to be based on trust. So that just doesn't happen because, right? because we work in the same company. It happens because we build up relationship. I like to interest myself on the others' interests, religion maybe, or, you know, what are their routines, their habits, what they like, what they don't. And so I try to have that, a little personal connection with them, because then I can just go and check more on their wellness, and they can just do a little bit more on checking on them.
