S2E46: 3 Questions That Will Change Your Life

This is the No Ego Podcast, where we ditch the drama, end entitlement, and transform your world place. I'm Sai Wakeman. So let's just dig in with this whole concept of ego. I hope by the end of today you are very clear that your ego is not your amigo. Most people don't understand. How their mind works. In your mind, you have an ego. And when you're seeing the world through ego, it's like wearing a pair of prescription glasses that are the wrong prescription. You have a constant filter on your view of the world if you're not careful. And that constant filter is color commentating every single thing you see. I may see yellow phone cover, and my ego goes, not that attractive. I wonder why she has it like that. I think that's going to get dirty easy. It doesn't really, you know, fit with her outfit. Like, all you saw was a yellow phone cover, but your ego added in a lot of meaning to that interaction. Somebody walks by you and doesn't say hello. All that ever happened, all that you know for sure is Is that someone walked by you and potentially didn't say hello? Potentially, you could have missed it. But what your ego told you is, oh my gosh, did you see that? They walked by you and didn't say hello. Ever since they got that promotion, they think they're all that and a bag of chips. They're rude. And see, here's the problem with believing everything you think. Once you believe that someone's rude, you treat them rudely. And they respond to your rudeness in a rude way. And then you go, see, I'm right about what I make up. And over time, it never even dawns on you that your ego's playing you, that your ego's giving you very corrupted information about almost everything you see in the world. Now, your ego just isn't your amigo in so many ways. The first thing I start with teaching folks is helping them understand that you, me, we are not the ones doing the thinking. You're actually the observer of the thinking. Now, this is kind of a tough concept in the beginning, but when you wake up in the morning, you don't say, I shall start thinking now. If you notice tomorrow when you wake up, You'll notice you're already being thought. See, this color commentary is just always playing, and your role comes in as the observer, is whether or not you agree or buy in or connect with or collude with that thinking. So somebody who has mental health, a good mental process, someone who is not a good partner for burnout has a piece of separation where a thought appears and then they inquire on that thought and question their thinking, keeping separate and only buy into and engage what seems to actually be true. Now that sounds really woo-woo, but let me help you understand that a bit differently. Every one of you has what seems to be a toggle switch, a light switch, a binary switch on your forehead, and you are capable of being toggled down Which I call low self, or toggled up, which I call high self. So imagine you have this toggle switch on your forehead, and when you're toggled down, you're seeing the world through the lens of your ego. You are the victim. Your circumstances are the reasons you're in pain. You have very few options. There's not a lot of impact you can have on the world. And when you're toggled down, to feel better, you start to do things like gossip, vent, tattle, scorekeep, all these things that we've talked about. You're in pain. Miserable, and pretty much everybody around you is miserable eventually as well. It's toggled down. Now when you're toggled up, you're seeing the world through a completely different lens. You have a different view. When you're toggled up, you're in high self. High self is when you're seeing reality as it really is. You're not judging, you're helping. You're full of compassion. You can see so many options. You can see ways that you can have impact. Toggled up or down, all of us have a toggle switch. We can be in low self or high self at any moment of the day. But here's the cool thing about this situation: you can't be both simultaneously. See, there's kind of a life hack in here that you can't be toggled down and up at the same time. You can't be in low self and high self simultaneously. You can't be judging and helping at the same time. You can't be, um, Venting and self-reflecting at the same time. And so what we have to teach people a lot about is their own minds and how this toggle switch works, because this cool thing about not being able to be in low self or high self at the same time actually gives us an opportunity for what I call an ego bypass. How do you move from low self to high self? Well, the simple act of self-reflection seems to be the ultimate drama diffuser. It can move you from low self to high self with just a moment's notice. And self-reflection is really a great mental process, and it's really the work of the ego. So I wanna make sure we're clear on this. So I'm describing it a lot of different ways. Many of you in the nursing profession somewhere clinically have worked with toddlers. And if you have ever worked with a 2-year-old, you'll recognize this behavior. Let's say a 2-year-old had in their hands a pen, and you wanted to get the pen away from a 2-year-old. Okay, a horrible strategy would be to try and grab the pen from the 2-year-old because the 2-year-old will resist you. The minute you go after the pen, they're like, it's my pen, and they will fight to the end for this pen, even if they didn't love it before you went for it. But if you want to really be effective in getting the pen away from a 2-year-old, you'll Take a different strategy. You'll say, hey, nice pen. Did you want my phone? Now, the 2-year-old, just like your mind, can't manage both of these at once. It will need to drop the pen to pick up the phone. How is this important to you as a leader? Is that most of the time when people are toggled down and they're venting and they're upset and they're judging, your traditional leadership philosophy, which is let's Let's just listen to them vent and let's really be there for them and try and empathize with them. It really is just feeding the ego. When you go to confront them or give them feedback, it's like grabbing the pen. Traditional leadership methods engage the ego. And when somebody's in low self and ego, they aren't rational, they aren't open, they aren't willing to be self-reflective. And so reality-based leadership, once I figured out that ego is the source of so much drama, I knew that we needed to teach you different leadership techniques to bypass the ego instead Instead of grabbing the pen, to do something disarming like ask a question, which just forces self-reflection. So when I'm coming to you and I'm so upset about something that just happened, I'm in ego and I'm venting. And the way to move people beyond venting very quickly is simply by understanding this life hack. So first thing you need to know is that venting is actually the ego's way of avoiding self-reflection. I can't self-reflect and vent at the same time. Venting is my ego, my prefrontal cortex, which is my corrupted view of the world where I'm the victim. There's another part of my brain that if I toggle up to, I'm in self-reflection and I'm open and I'm willing to help, and it's the best part of me. But when my ego is venting, I know one thing for sure: I'm trying to avoid self-reflection. And why does the ego do this? Well, it vents To avoid self-reflection, because self-reflection is what cultivates accountability. And we're going to learn a lot about that next time. But accountability is what's death to the ego. And so the ego, to stay alive, eats anger for lunch. For the ego to stay alive and well and feel like I'm important and I have a great identity, I have to consistently see injustice in the world. I have to find things to be upset about. And you have some of these people on your staff, and at times you are one of these people. You're like, hey, there's a free ice cream social in the lobby, and all they can see is that they're offended because there's no alternative offered and they're lactose intolerant. And this is another obvious way that my organization doesn't care about me. I have someone in mind— in your mind, you're naming somebody right now. You're thinking, oh my gosh, that is this person. See, self-reflection is the ultimate Drama diffuser is the ultimate way to toggle yourself and your people on your team into a better place where we can actually focus on how we can make a difference and how we can really move things forward. So I want you to start thinking and noticing all the times that you're thinking very judgmental, ego Ego-focused thoughts. And I want you to understand that you've got a toggle switch, that you can be in high self or low self, but not at the same time. That when your people are in low self, that no leadership can ever happen, because leadership is all about reaching over and toggle switching somebody up. And the best way to toggle switch somebody up to bypass that ego is not to confront them or feedback them in that moment. It's to do something more disarming. It's to ask them a question for self-reflection. And I have really found that there are some key questions that are powerful when you want to move someone away from venting. Now, before I move on, I want to just answer the question, but isn't venting something we need to let people do? Isn't venting good for you? And as I said before, venting feels Great. But what you need to know about venting is when you vent, you form a neural pathway, and that neural pathway can only be fed with what created it, which is more venting. Like, most people don't realize how much complaining they do in a single day. And so while venting feels good, we don't need to have our people engaged in venting. We can still have empathy and be present for them. And let's talk about a strategy you could deploy So that you lessen the frustration in your life. And you might come up with the strategy, you know what, I'm just not going to worry about it. I'm just— it's over. I'm going to let it go. I'm going to forget about it. Wonderful. A lot of times a strategy of letting it go and having mercy and tolerance for another person and giving people the benefit— that was such a beautiful strategy. I would say, perfect. What else would you like to talk about? And inevitably people will go, well, wait a minute, he can't just get away with that. And I would say, well, okay, so we're not going to use the strategy of letting go. See, a lot of people go, I'm going to let it go, but then they keep venting about it. That's not letting it go. So I say, do you want to stay frustrated? No. Okay, well, let's think of another strategy. Do you want to role-play with me so you could go talk to him directly and work out a common solution? Right. The feeling is one sentence or less. Here's where the venting comes in, which I don't find therapeutic, so wouldn't allow it in counseling. I'm frustrated with Alex, and he does this crap on purpose, and it goes way back to 1983 when we merged our clinics and centralized our billing, and we both got different titles. And ever since then, he thinks that he's better than I am, and he does this on purpose. He's trying to set me up and make me look bad and I'm like, how can you know what his motive is? And how can you know that it started way back when, when there's different— See, you've made all of that up. And here's how you know you're venting, is when the feeling is about to subside, you have to look for more evidence. You go, oh, and another thing I just remembered. Yesterday when he walked down the hall, he sneered at me, and that just shows his lack of respect for me. See, a lot of energy goes into fueling the feeling and staying right and righteous and All the things the ego loves. So allowing people to vent just isn't necessary. Allowing them to share a feeling and then move beyond ego into some really great strategies and ways they could still have impact in the world, that's perfect leadership, great counseling. So let's look at what some of those strategies might look like. There are 3 questions I love to use at any given moment. The first question that I use on myself is, what do I know for sure? And I use that on everyone I lead who comes to me with the story. Oh my gosh, I just heard that oncology is diverting patients and it's absolutely ridiculous because you know they aren't full and they do this. I go, whoa, whoa, whoa, whoa, whoa. What do you know for sure? Well, they're diverting patients for sure. You know that firsthand for sure? Well, no, I mean, I just heard when I came in. But what do you know for sure? I don't really know anything for sure. Okay, well then, since we're on the psych floor, why don't we focus our energy on serving our patients? Like, so many people come in knowing something for sure, and when we really edit their story, they really don't know much for sure. So most of what they're upset about is their story, not their reality. And this question is a great question to loosen the grip, the grip of the ego, the ego's grip on your reality. So let's say I'm getting my license renewed at the DMV, and I'm thinking, I'm believing my thinking, my ego is telling me the story that this militant DMV employee is trying to ruin my entire life and just is not working with me to get my license plates renewed, and this is going to really blow up my entire day, and they're doing this crap on purpose and they're trying just to be unhelpful. And when I ask myself, what do I know for sure? That militant DMV employee trying to ruin my life becomes a person who's telling me the hours that the DMV is open tomorrow and giving me ideas on when I can come back To renew my license. See, this one question can take like my ex-husband who's trying to take all my kids away from me and turn him into just a guy asking for another day over Thanksgiving. This question, what can I know or what do I know for sure, really frees up a ton of our mindshare. And we'll get back to this. But when we stop judging and start Helping, it all changes. And the way we stop judging is by asking this question to get us back to the truth, what the facts are. What can I possibly know for sure? And once I am seeing reality as it really is, I start to notice that as it really is isn't that harsh or difficult. That a big part of the burden of my job and my day is taken away when I clean up what do I know for sure. I walk on a unit and somebody says, Sai, it's crazy today. And I go, is it crazy? I get that it's busy. I see that you guys have a really, a pretty high census. Sai, it's crazy. I go, well, I just want you to question what you know for sure. Is it crazy or is it busy? And this particular person I had worked with for a while, she smiled and she goes, Okay, if I really ask myself what I know for sure, it's busy. Like, well, how did it go from busy to crazy? Like, where'd crazy come in? Because I just made that part up. Now here's what's important. If you have a busy day, think about the resources you bring to bear versus if you have a crazy day. Which one are you more effective in? A busy day, crazy day? See, it's the same day. It's just that you can go through one with joy or misery, your choice, depending on your Now, this isn't just positive thinking, folks. This isn't just saying, this stinks, but I'll think positively. This is realizing that what you believe and what you're thinking actually isn't true, and that a great mental process is to question your thinking and stop believing everything you think. Once you have stopped judging, you have a natural inclination to help, and so do most of the people that work for you. We got into healthcare because we want to help. So once you stop judging, this natural inclination to help will just come out organically. And so the next question is, what can I do to help, right? Instead of me focusing on what they're not doing, it's like, what could I do to help? And that question will lead you to actually answer your own craving to have impact, because once you go from they're wrong to Here's what I know for sure, and what can I do to help? All of a sudden, the self-reflection leads me into accountability. Where can I have impact? What is my part in this? What can I do in the moment that actually would add value? And this is an amazing question. So let's say that I go back and check on a lab order one of my docs has requested. Be, um, stat in the clinic. And I open up the electronic medical record and I see that that lab order isn't available. If I'm not careful, I will start into ego. Oh my gosh, why do they do this to us? Why can't they keep track of our own orders? I guarantee you I'm gonna have to call and I'm gonna have to track this down. And this is like every day for the last 2 weeks. And if I did my job like lab did their job, I would be fired. I don't know why they can't just do what they're supposed to do and post it. And I hope a lot of you are raising your hands going, oh my gosh, I do that. But when I just go, what do I know for sure? I have a provider who asked me to check on a lab result and I pulled it up electronically. It's not yet in the system. That's all I know. I don't know if they do this crap on purpose. I don't know if they're trying to ruin our day. I don't know if they're irresponsible. I just know it's not there. And so if I just free myself up to ask, what can I do to help? I can look in a couple other places and find it to see if it's just not posted to that patient's chart. I can make a quick call and just ask them where they're at on this. I can, you know, probably come up with 100 things I could do to help. And then if I would just go do that, I would have conserved my energy of drama, very efficiently just solved a problem. If it became a trend, I would then raise that to the powers that be and talk about some ways that maybe I could help on a greater scale, think of a process improvement, and none of us would hate our jobs. But instead we go, you know what I could do to help? I could check another place and see if I can print it out myself because it's not in the chart yet. And then you were almost great, but your ego goes, wait a minute, I shouldn't have to. And it pulls you back away and you start believing your thinking. You go, that's right, if I did that, I'd have to do it for everybody. If I did it this once, they're going to expect it from me all the time. If I did it, it won't expose the problem that we have. And the reality is, is in this moment, the best way to have impact and the best use of your own energy is to just move that forward. Just do what you could do to help. I worked on an inpatient pediatric surgical area And they were telling me how frustrated they were that they couldn't get transport. And they were saying, sigh, it was horrible. We had a patient, they're unsafe, the 3-year-old's ready to be transported, and I'm trying to keep the mom happy and the patient, and we can't. They're just about to get into some discomfort, and we really need them to get to the unit. But we don't have transport. And I said, well, what'd the patient need? Well, they needed transport. I'm like, okay, we'll do that. Well, sigh. Then administration won't know that we need transport. And I'm like, well, what are the odds of getting transport today? They're like, well, they've told us no multiple times. I'm like, well, then what's the patient need? Well, they need transport. I'm like, then go do that. Like you don't understand. This is an unsafe situation. The patient is unsafe, and it's just not right to have them here. And I'm like, it seems to me the only person keeping the patient unsafe right now is you. Well, I don't have time to transport. I'm like, well, that seems like it would take 4 minutes and we've been here 10 with you explaining to me how bad this is. And then the final blow from the ego was, but I shouldn't have to. And it's like, well, but what's the patient need today? Well, I'm an expensive transport. That may be. You're making yourself even more expensive by not doing it. Now, these questions I'm giving you, both sides of the dialogue, are to be used as questions, not arguments. Not trying to tell people because the power of a leader isn't what you tell them, it's what you get them thinking about. So often I ask people, what could you do to help? And one of my favorite questions to get people to stop judging and start helping is this question, what would great look like? And I want to back up just a second because this question, how can I help, is so important to me that I actually put it on the back of people's badges. And when they come to me to tattle on anybody, I just ask them the question, what did you do to help? And that starts a good mental process. What do I know for sure? Good mental process. What did you do to help? Good mental process. We did a data conversion as we were implementing an electronic medical record years back. And in one of our sites, the conversion didn't go very well. And so I quickly drove out to the site that was really struggling, and they had some systems down, and I just wanted to be available as a leader to them. And I walk in the door, and a woman named Tammy meets me at the door, and she wants to vent. She's like, have you heard about what happened over the weekend? And I said, yeah, I heard that. I came out to make sure that I was here to help. So what, what's going on? And she's like, oh, My gosh, Cy, you would absolutely not believe it. IT can't manage their way out of a paper bag. They're horrible business partners. It's like they do this on purpose. If I did my job like Karen did her job, I would be fired. The whole place is just completely undone, and it's not like they have to care for patients. It's not like they even care about us. And she was venting. And so I did some things that I want you to take away today. The first thing I did was I said, what I would call a micro boundary. I neutralized the conversation. I said, oh my gosh, I love that you're here sharing your care and support of our colleagues in IT. It sounded like they had a horrible weekend. Now, this is how you neutralize the drama and set a boundary. When somebody comes to you venting, you say a profoundly positive thing about whatever it is they're complaining about, and you neutralize it by cleaning up the language, like our colleagues in IT. And I said, yeah, it sounds like they had a tough weekend, and I'm wondering what you did to help and what are you doing right now to help? And she looked at me disarmed and puzzled, and she goes, well, what do you mean, what am I doing to help? I'm in here telling you. And I said, well, we have a good relationship, we have a solid base, so I'm going to take a risk and coach you. That's not helpful. Do you have your badge? And she said, yes. And on the back of her badge, as I said, I always had stickers that said, how can I help? And I said, why don't you come with me? Let's bring your badge and go find Karen. And I grabbed Karen. I said, Karen, Tammy was in my office sharing her love and concern about your team, and she has a question for you. Go ahead. And Tammy's like, how can I help? And that question got all the energy moving to where we can have impact next. What's the very next thing we can do to add value? And Karen had just some great input. She's like, we need everyone off the system right now. When I check the logs, your floor are the people that keep banging the system and screwing up our reboots. Can you please get your people off the system? She also said, when we have business requirement meetings and you tell your folks they're not mandatory, not that helpful. And so I introduced these questions for self-reflection. What do I know for sure? What do you know for sure? What can I do to help? What could you do to help? Like, I introduce these questions to move people very quickly from venting and ego into self-reflection, and then bam, into action and input, to which the ego will hate and will try and challenge us, saying, well, I shouldn't have to, and somebody else, and I always have to, and they never. And it's just stopping that conversation, saying, these are our colleagues. How do we move people farther into this process? My final question actually came to me quite by accident, both personally and I started using it professionally. But professionally, the first time I ever used this final question was with a nurse in peri-op. And I was a new leader in a perioperative area, and a nurse came on for her first shift of the day, and she was in a prep area in pre-op, and she was prepping a patient. for an upcoming procedure. And it's pretty routine, as some of you know. You're getting informed consent, you're looking at the electronic health record and letting the patient know what to expect and what recovery might look like and when they'll see their family again. And as she's doing this routine activity, the patient becomes absolutely hysterical. And that was shocking because there really wasn't anything that seemed challenging being discussed. And so as she investigated this, she found out that the reason the patient was so hysterical is that there was a mistake in the medical record. She was prepping the patient for a partial hysterectomy. The patient had come in for a nose job. We all cringe when we think about any time a mistake reaches, you know, our patient, even just in theory. The patient's hysterical. The nurse became furious. The nurse is like, this is absolutely unacceptable. And she leaves and she said, I'll be back. I'm going to go get some supervisors involved and get this fixed. She came out in the hallway and she's like, Cy, are you the leader on duty? And I said, absolutely I am. What do you got? And she's like, this is absolutely ridiculous. And she starts to vent. Admissions doesn't realize that they have to be careful. This stuff could cost people lives. This is unsafe and it's my license that's on the line. And You might have heard some of this type of venting. And I first moved closer to her, and I just wanted her to know my heart, my heart was wide open. And I said, please take a breath. She hadn't breathed in quite some time, and that's how you reset your nervous system. And then I didn't do what she expected me to do as a leader, which is race in and help and collude with her and be mad at the whole human race that This stuff happens. I said, if you would just answer me a single question, if you were great right now, what would great look like? And to her credit, she answered me that question. You could tell she was looking down and venting, and you could tell she was bypassing her ego. She was toggle switching up. She was going from low self to high self. You could even see it in her eyes as she looked up. And that question was so disarming, it got her self-reflecting. And she goes, well, you know, if I were great, I would be back in the room. And gosh, there's a lot of things I could do. I could explain to the patient, although not ideal, this is exactly why we do these checkpoints many times before they ever have an operation or procedure done to make sure that there are no mistakes that would ever reach them. This actually is a process that's working. She thought she could use the training I'd given her, which is when there's a mistake, get really transparent and turn the monitor towards the patient and have them see you fixing it. She said, I could bring the team in and we could do a bedside and really rebuild that trust and have her provider himself share with her that he is very clear on what procedure they're doing. She immediately came up with so many ways to be great. And then my job for her as a leader is I simply had to say, then go be great. Now, I did go check in on her and the patient and represent in a rounding fashion my support and wanted to make sure that the patient knew that we were sorry they experienced this and wanted to make sure they had gotten back on track. And when I got there, everything was really great. And All was good. The nurse in this case had handled it. She was capable of handling it. I asked her later, how'd it go? She said, it went fine. I said, well, what'd you learn? And she goes, you know, when I was asked to be part of a process I benefit from, I didn't play that well. I, in fact, I got pretty judgmental, and I want to do better in the future. I'm like, that's awesome. Now some of you are thinking, what if there was a process issue? There was. We needed to fix some of our templates so that procedures that were spelled closely or were similar, spelled in similar ways, right, sounded similar, were spread out so there weren't clicking errors. But who would you rather have helping you with that fix, a self-righteous judgmental nurse or one that was open-minded? And this question As well as these others are such great toggle switch flippers because they flip you and others right into high self. They're incredible techniques for self-reflection. They're super important. Now, I'm not some sort of nurse whisperer, but there's a couple of reasons this question, what would great look like, works. One, we all know what great looks like. Unfortunately, we use that information to judge other people on. See, I know what great looks like. It's what the lab's not doing. It's what providers aren't doing. It's what my leaders aren't doing. That's what HR is not doing. It's what my team members aren't doing. See, I know what great looks like, but I use it for evil. I use it to judge other people on, and instead of using great to call myself up to greatness, using that information. It also works, as I said before, it toggles me from low self to high self, and it works in another really great way. Every one of us craves having impact. And when I'm venting, I can't see a single place I can have impact. I can't fix everything, so I can't fix anything. All I can do is disengage. But if I'm toggle-switched up and I can identify ways that I could be great, even when others have made mistakes, even when they might not deserve my help, when I can identify this, I get to, to satisfy my natural craving of having impact, and I get to— come up with 100 options of how I could go plug and play and have impact and engage. See, engagement isn't just about perfect circumstances. Engagement is about being in high self and identifying ways I could engage and then going and doing that. Now, there are some of the techniques I'm giving you that I want you to practice with your best and brightest. I want you to start with the people who you know their toggle switches aren't Broken. See, you have some folks on your staff these won't work with because their toggle switches are broken. They are rusted. You try and toggle switch them up and it blows the breakers. See, people have to be fit for work. They have to have working toggle switches. And that's really important because you need to help people overcome just their natural visceral responses to things. We all can be in low self- During the day. Our job as a leader is to help people toggle into high self. And doing this, right, is actually teaching good mental processes. So how does it get rid of the drama? Drama is emotional waste. We need a good mental process. So someone is coming to me to tell me about the fact that they believe that somebody else was told they didn't have to do something on the last shift, and now nothing is stocked and On the way to me, they know I'll ask the question, what do you know for sure? So they're cleaning up their story, and all they know for sure is that to have a good shift, they would love to have the bins stocked. And so that might be the next thing they do to add value. Somebody comes to me to tell me how IT can't manage the way of a paper bag, and they go, I'm going to go find Sai and tell her how Karen has screwed this up. But wait a minute. She's just going to ask me what I did to help, so why don't I just go directly to Karen and ask her what I could do to help? Somebody comes looking for me after they're in the room with the patient and they're like, I got to go find Wakeman, and she's just going to ask me what great looks like. I'll just go be great. See, what starts to happen is not that people feel unsupported, but they feel like they now have mental processes to toggle switch up into the better part of their brain Move beyond just venting and disengagement and complaints into where things feel really good because they get to have impact. And this is important. This constant overcoming our human condition is really important because left to our own devices, when the going gets tough, we check out, we disengage, we fantasize about quitting, and we start to think, it's not my deal and I wasn't consulted. And we engage in ego. When we engage in ego, we start venting and BMW driving, which is bitchy, moaning, and whining. And then we become convinced that our issue is our reality, and that the only way we can be successful is if reality were different. And then we see how hopeless that is, because now we need more staff and more money, and we need different schedules, and we need other people to be accommodating and everybody to do their job, and we need this perfect reality. And we even go to our leaders and say, fix reality, and they can't to fix reality, and it just feels like we're doomed. But one thing we can do for leaders, instead of jumping in— or as leaders, I should say— instead of jumping in and fixing their reality, is really just working to change their mindsets, toggle switch them up so they can come at this with their full capacity, with their, their best self, at the highest level of their licensure or certification. And those calls to greatness are helping people move from ego and venting into self-reflection, accountability, and then having impact. This is the No Ego Podcast, where we ditch the drama, end entitlement, and transform your workplace. I'm Cy Wakeman.