So, a little bit about NextGen, advance the slides, there we go. We are an EHR practice management provider and all surround solutions. We do have a table, Jodi is with me in the back, please stop by, say hi, learn a little bit more about what we might be able to offer your practice. As we begin, I want to highlight the goals we set out for this week, because of course we actually have goals. To learn and grow, gaining valuable insights from peers who truly understand the challenges and opportunities we all face. To recharge and connect, so we can leave feeling inspired and re-energized. And to share our stories, engaging in meaningful conversations with like-minded professionals. I think some amazing goals for this event. But let's keep it moving forward. So, I'd like to welcome Laura Pata with Infinix, where is she, there she is. And she's going to introduce our keynote. Hi, everyone, I'm Laura Pata with Infinix Healthcare. Nice to meet you, everyone. I see some familiar faces in here. Again, I'm Laura, I'm with Infinix Healthcare. I am a VP of customer success, I've been with Infinix for six years now, and growing, we've come a long way since maybe some of you have or have not heard of us. So I'm going to preface this slide, because it's a marketing slide, and the first thing that it says is orthopedic surgeons on track to earn less than Taco Bell workers. So I had to validate this, I was like, this can't be true. But they are saying because of the reimbursements and how the payers are changing the behaviors, that there's a likelihood that the reimbursements will be $50 per surgeon for a total knee replacement. I'm like, that's crazy. It's insane. So what can you do to help make sure that your practice continues to make money? Obviously, AI, automation, are big key words within the industry. You know, so there's a lot of opportunities, a lot of people get scared, like, what is AI? It's such a broad term, right? Like, even sometimes I'm wondering, like, what is AI? If you think about AI, it goes back many, many years, even in terms of the post office using AI to read zip codes, or the banks when you're depositing checks and reading the numbers. So it's been around for a very, very long time. But in terms of what can it do to help healthcare, that's kind of where it gets a little granular, or where we can take it a little bit granular, because of the fact that we have so much data, right? Data is gold. Without the data, we can't help you guys in terms of making any predictive analysis, or so much that we do. Infinex takes a tech enabled approach. So basically, we have everything on the patient access side from eligibility and benefits, prior authorizations, patient pay estimations, insurance discovery to the back end as well, where we're doing coding, payment posting, a lot of manual stuff, but then we also put tech into it as well. So we have a lot of ortho clients here, some, like I said, are in the room with us. But definitely, that is Infinex's way forward, is taking more of a data approach. Again, some of the different services that we provide, as well as software, and how we use AI, machine learning, natural language processing, there's so much goes on the back end that people don't even realize it even exists. You know, in terms, again, of patient access, you'll never be able to automate this 100%, no matter what vendor tells you, or what payers tell you, it'll never be completely automated. It's just impossible, just in terms of even on the eligibility and benefits side. Patient plans are changing, especially at the end of the year, changing jobs, or if you're getting married, whatever the case is, you know, moving it through along. But with the data that we get, we reprocess millions, almost maybe six million prior authorizations a year. So that's a lot of data that we get from all the various payers. And so we try to help streamline that with the data. Obviously, it's not 100%, whether it's humans or, you know, technology, but that's the goal. Again, you know, in terms of how to do this on the back end, taking the data from your 835s, or from your ATB reports, looking at it, looking at ways that you can identify how to predict where to recover some of those, the money, you know, based on timely filing limits, you know, some payers will need to be two days turnaround times, right? So taking that, ingesting the data, building an analysis, like a dashboard for your team, so they know where to go after first, where the tied dollar amounts, where there's a likelihood you're going to get paid versus maybe working out of various work queues. Again, this is kind of like that scorecard that we help create based on the data that we get, you know, and this is really where it comes into predicting your claim recovery. We can give you a pretty good percentage of where we can predict and prioritize and help you recover some of those, some of that money to make sure your physicians don't get into a $50 reimbursement for a total knee surgery. I know I'm... providers and practices. So I'm gonna leave it with that. I know it's very quick, I have very short amount of time, but I'd like to introduce Andrea, who is your keynote speaker. She explores how we lead with compassion while maintaining boundaries to protect our well-being. Andrea is the Executive Director for ProLiant Surgeons in Washington State. She has worked in healthcare since 2007 and has been in a leadership or coaching capacity for more than 16 years. So I'm excited to learn what she has to say. And I appreciate your time and support and for being here and supporting the AOE community. Andrea. Thank you. Okay, I tend to get a little geeky on these and then I start rambling, so I'm gonna set myself a timer. So just so you guys know, so that I'm not like rambling on for two hours. So just setting myself a quick little timer, otherwise you guys will be talking about this forever. Okay, so first I need to take a moment and practice what I'm preaching and just say like, wow, I was invited to be a keynote speaker at an event. Like, I'm super proud of that. So thank you so much for having me here. So yeah, so today's topic is being a servant leader without setting yourself on fire. I'm seeing some nods in the audience here. So we're gonna get started with this. I won't read over all this. I'm sure all this will be sent out. But yeah, I've been in a leadership and coaching capacity for 16 years and I have been around really good mentors and really bad ones. And also I've burned myself the heck out. And just as much as I'm talking to you guys about this today, I'm also learning how to do a lot of this myself. So today's agenda is, first we're gonna talk about burnout, a little bit what it is. And then we're gonna talk about some boundaries, how to prevent ourselves from being burned out. And then we're gonna talk a little bit about exactly what being a servant leader is without burning yourself out. Okay, didn't miss much. Okay, so imagine, Pina Colada, right over here. I took this picture a few years ago. You'd think this was paradise, right? No. What was I doing? Sobbing on the beach. Ugly crying. Sobbing. Tears. I had this sunglasses on, hat on, reading a book about disordered eating, not dealing with my feelings, being mad at myself, mad at life, mad at work, being in a job I didn't want to be in. I literally had tendinitis in both of my feet. So I was like walking around like this. You know, you're in paradise. You think it's going to be amazing. And so I find myself on this beautiful beach in Hawaii, and I'm like, something's got to change. This can't, I can't keep doing this. I'm not happy with my work. I'm not happy with my life. And so I told myself at the time, you've got to start doing something differently. So I did, and then throughout the years, I'd kind of been thinking about this topic of burnout, because I was clearly burned out. Like I was just burned out on everything. I was burned out on life work. So I did a little Googling, and I've actually been thinking about this topic for a really long time. So I found this article, this AMA, American Medical Association article in the Journal of General Internal Medicine Study, and it was a survey on burnout. And the points I wanted to point out here are half of all respondents met the criteria for burnout. And more than one quarter of all respondents also expressed an intent to leave their jobs. That's a big deal. So what ties the picture for me being on the beach to this? So the thing is, is the body keeps score. There are recurring feelings of anger are tied to heart disease, trigger heart attacks and strokes. Approximately 80% of all patients diagnosed with an autoimmune disease are women. And many autoimmune disorders tend to affect women during extensive periods of stress. We are literally stressing ourselves to death because we're just, we just keep doing more, we keep doing more, and we're not listening to our bodies. We're not listening to our hearts. We're not listening to our minds, right? And then also getting into a thing that we've been hearing about is the loneliness epidemic. Loneliness and social isolation increase the risk of premature death. Poor and inefficient social connections are associated with disease. The two I wanted to bring up here are loneliness and isolation are associated with lower academic achievement and worse performance at work. And stress-related absenteeism attributed to loneliness costs employers about $154 billion annually. How many of you guys have went home on like a Friday and you're like, nobody talked to me for two days? I don't want to see anybody. I just want to get in bed, pull the covers over my head like husband do the thing, partner do the thing, whatever, but children, dogs, cats, what, don't talk to me, right? So we're also getting to the point where when we start burning ourselves out, we start having fewer good react, or good interaction, and more reactions, fewer interactions with those around us who we love and who keep us sane. I know for me, that's my husband. He's the one that often tries, helps me talk me down off of ledges. He's also the person that I bite at the most when I'm really frustrated, right? So we start having fewer good interactions and more reactions with people. So why are you here? So the reason that we're here, and again, this is something I've been thinking about for a long time, is I needed to figure out a way to do it differently. I saw this quote one time, you are not required to set yourself on fire in order to keep other people warm. I needed to figure out a different way to keep myself in integrity, because then when we stay in integrity, we can help other people stay in integrity, and then we can all be the better, the best versions of ourselves. And also, we don't want to become a health statistic. We don't want strokes and heart attacks because we're stressing ourselves literally to death. So signs we're out of integrity. There are often signs that point to the fact that we, that point in a direction, and we choose to ignore those out of safety or fear, or both. And the lack of safety in the presence of fear means that we have not been honest with ourselves, nor have we been able to keep the right boundaries. So that's the signs that we're out of integrity. And I'm sure all of you probably heard this at some point coming here. Should an emergency occur, you need to put on your own oxygen mask before attempting to help others around you. I cannot tell you how many people on my leadership team who are just constantly helping other people, helping other people, and their marriage is falling apart. They don't have good relationships with their kids. And the thing is, is that we need to take care of ourselves first so that we can help take care of those around us. And you're, you know, you guys I'm sure have heard that you're only as strong as the weakest link in the chain. We're a link in that chain, and we've got to be in integrity. So how do we do that? So avoiding burnout, staying in integrity, here's our homework. So the first thing we're going to do is we're going to kill our ego, okay? And the next thing we're going to do is we're going to set boundaries, and I know that can kind of, you know, that's kind of a bad word right now. But what we're going to talk about is setting the right boundaries, and then not being upset or not feeling bad about the boundaries that we set, right? Hint, other people are not going to like the boundaries that you set, and that's okay. And then lastly, we need to trust our gut. When I was on the beach sobbing my eyes out, I realized at that time I had not trusted my gut for a very, very long time, and I was miserable because of it. First one, so kill your ego, this is a quote from Jocko Willink. He is a retired Navy SEAL, and he's on the leadership talk thing. He has a whole lot of podcast books. I'm actually reading his book, which is essentially where this quote comes from called Extreme Leadership. I'm, excuse me, Extreme Ownership, very good book, would recommend it. So the first, so the first one is Extreme Ownership, and that is essentially you are the one variable that you can control in every situation. And so you control everything that it is that you have the power over. And sometimes this means accepting responsibility for things, of course, that you don't want to accept responsibility for, but actually people will respect you more when you accept responsibility for those things that you need to accept responsibility for. Leading by example, this one's kind of a no-brainer, but it's really hard, and it's, you've got to lead by example no matter what. I will tell you how many times I walk, and I will do this purposely. I will walk around the hallway picking up garbage and throwing it in the trash in front of staff so that I don't have to explain to them that when there's a tissue or a mask on the floor that they should help clean up and put that thing away, right? Like I purposely will do that in front of people so that they see me doing it as well. Staying in integrity. So, I define integrity as consistency through in and throughout. So, I do the same thing when nobody's watching as I do when somebody's watching, i.e. picking up garbage. This one's hard for me, but this is one that my husband suggests. Assume you are wrong and find ways to prove it, because damn it, I'm not wrong. I know. I know that this is the answer, and how many times have I been proven wrong? So, assume, so go about assuming you're wrong and find ways to prove it, because the thing is is if you attempt to find ways to prove it, A, you'll always end up finding the best idea or the greatest information, but then B, if you're right, people will know you're right. So, go about finding ways to prove the thing that you think is right. See if you can find ways to prove yourself wrong. My husband and I one time were talking, and he said, he said the height of hubris is believing everything that you think and not allowing people to question you. He was talking about a doctor. Are you shocked? No. But, you know, so don't always believe everything that you think, and I have a tendency of doing that. The way to gain respect is to give respect. Another way I think about this is in order to be respected, you have to act respectable, and I will throw that one out a lot. Don't take anything personally. Everything that everybody else does is a reflection of them and their reality and has nothing to do with you. People are going to sling all sorts of snot at you. It doesn't mean you have to take it on. So, don't take anything personally. This is one of those Miguel Rua's, the four agreements. Yes. Thank you. Understand motivation and align yourself with a goal. I do this a lot with my doctors. Find a way to say yes, be a yes. So, I do this and I still say no. So, one of the things, this is just, let me give you a little quick story on this one. My doctors, of course, came to me one time and they're like, revenue's not high enough, expenses are too high, find ways to cut expenses. And I'm like, you're right. Expenses are really high. Let me look into that. So, I gather up all my data and I find everything and sure enough I go to labor costs, right? And everything I had control over, front desk, staffing, billing team, we're actually under benchmarked. So, AAOE benchmark, MGMA benchmark, I was literally at least a half or a whole FTE below the benchmark. Guess where we were overstaffed? Clinical staffed. Guess why? They kept asking me to hire medical assistants and scribes. So, all of them literally had like a harem of people following them around. You know, two MAs and a scribe. So, I presented to them and I'm like, gosh, you guys, look, you're absolutely right. We are, it was literally double. I think we should have had like six and we had 12 FTE, clinical FTEs. So, I said, you're right, we are overstaffed. The thing is, it's in clinical and these were all the people that you guys asked me to hire. So, just let me know which one of you wants to lose your second MA and your scribe first and I'll be happy to make that happen. Crickets. But I was a yes. I was like, you're right, you're absolutely right. But the thing is, is I'm helping them understand that this is a part, this is something that they have an impact in. So, you can be a yes while still saying no. OK. Setting boundaries. Setting the correct boundaries. Is it a hill worth dying on? At the last AOE conference last year, I remember Alex, this guy, asked me a question. The doctors were up in a roar about staff wanting to work from home and his doctors were just like, absolutely not. We don't do that. Why not? Just because you've always done it doesn't mean that you have to keep doing it that way. So, from my question back to him is he was like, well, you know, what would you say to the doctors? And I would ask him, I said, is it a hill worth dying on? You know, like, why not? Ask the doctors why not. Employees are using their own electricity, their own toilet paper, their own coffee, their own water, their own HVAC, like why not let some of them work from home? Of course, you've got to pick and choose, but why not? So, is it a hill worth dying on? Not feeling bad about the boundaries. Oh, you guys, we're so bad about this, feeling bad about the boundaries that we set. The thing is, is again, it's setting the right boundaries. So, sometimes we do pick boundaries and it might not be the thing that is actually the thing. So, we really need to do that self-reflection of like, this is the boundary that I'm going to set. Am I turning my phone off at 6 o'clock? Am I on do not disturb? And I will not pick up that damn phone unless the building's on fire and even if the building is on fire, why aren't you calling 911? Why are you calling me? So, it's setting the right boundaries. Work-life balance, saying no to one thing means saying yes to something else, right? So, that's again, that's a, hey, I'd love to join you guys for dinner, but I've got some stuff to do because, you know, we want to take the kids, the cats, the dogs to something on Saturday and that's really important to us. Okay, story about boundaries. This was an email I wrote. I thought this email, like chat GPT could not have written a better email than this. I was like, I got, this email literally took me weeks to write, okay. Partners, I've been keeping an eye on some PA wages. I'm concerned about a disparity between two of our PAs. Some of the new folks who have been coming in are, you know, the folks who've been here for longer are kind of getting squished and also have no ability to bonus. One, this new person that came in, they're a little bit too high, or they're not too high, but the person that has the similar years of experience, they're too low compared to them. Here's what I would like to do. I would like to give A, a market increase now and it will increase in this much of a cost. Then in November, we can do this other person's review. The net change, it was literally like under $5,000 for the whole year. Can I move forward with these changes? Totally innocuous email, right? Managing partner calls me. We'll call him Chris because that's his name. Andrea, I'm concerned about the tone of your email and how it may have come across to the other partners. I literally like whiplash, like whiplash. I was like, I'm sitting there and I'm rack and this is a phone call, so I don't really like have any time to process, right? And I'm like, the tone of my email, I'm like, okay, you know, okay, so I took a beat to think about it. Raise your hand if you think I had a good boundary response. Raise your hand if you think I did not have a good boundary response. Okay, you guys are catching on. I'm here learning just as much as you are. So, what did I do? I said, I'm so sorry. I didn't intend for it to come out that way. Thanks for the feedback. I will go back and review it. You guys, I just spent a month writing that email. What am I going to find? So, and I literally, I went back, I sent it to the other physicians and I said, hey, guys, I'm always interested in feedback, can, you know, how did this email come, I sent it to my COO and they're like, don't see anything wrong with that email. And then I was like, ah, I know what's happening here. Chris is having an emotional response because Chris is losing a shareholder partner and now all that they see is a shareholder is leaving, expenses are going to go up. I just asked him to increase expenses. So, I'd been warning them that this was going to happen for two years. I said, you have a shareholder who is not getting along with anybody, he's causing a hostile work environment. If he leaves, this is going to be very bad on your business and it's going to increase expenses because he's going to leave. I literally been warning Chris about this very scenario for two years. Then when it finally happens, the guy leaves, his expenses are going up, now he's having an emotional response for something that he didn't listen to me to begin with, right? So, a good response, oopsies, oh, I didn't get the, okay, see, I got to do the fun animation. We're going to flip the script, okay? This is a good boundary response. You can start, oh, gosh, thanks for bringing that to my attention. I am always interested in feedback. Can you please point out to me specifically what it is you're referring to in my email that is either offensive and direct? He had the emotional response, it's his responsibility to tell me what problem he had with it. It's not my responsibility to try and figure it out. This is my boundary. If you are going to have an emotional response, you are going to have to own that. Your emotional response has nothing to do with me. Whose monkey is it? So this is the expectations. You got to be clear on your expectations. You got to be clear whose responsibility is whose, right? Get educated and informed. This is one thing I have found that has been super helpful, is like bringing attorneys and HR into conversations that you're just not sure about. Again, do you know or do you think you know? And I always think if I had to go to court about this, who would win in a court of law? That's always what goes through my mind. And if I don't know, then even when I do read like a contract, I'm like, hey, BFF Christy O'Brien attorney, can you please read this and make sure that I'm understanding this correctly? So get educated and informed. Readily admit when you're wrong or make mistakes. Again, that shows that you are a respectable character and that you have integrity. Don't believe everything you think or are told. That's, unfortunately, you just have to keep asking questions. Assume positive intent even when you know it's not. This is, you know, act as if. Assume that in positive intent and tell people, hey, I'm going to assume in positive intent here. I'm going to assume that you didn't realize that your email came across in a way that it did, but here's how it was interpreted. Spread the news if there's a new sheriff in town, especially if you're a new leader. If you're a new leader coming in. I've had to, I seem to be a pretty good janitor. People always invite me to come clean up situations. And so I always have to come in and tell people like, hey, I do things a little bit differently. Here's the thing, it will always be equitable. Fair is not the same as equitable, and then I have to talk about that definition. But it will always be equitable and everybody will be treated according to the guidelines that we have. Talk to people, not about them. I have to tell employees this all the time. Have you actually talked to that person? What did that person say? I also, the other thing I do is I happily invite HR into conversations when I don't trust the person that I'm talking to. If I'm having a coaching conversation and I'm like, this person likes to twist things I say around, I will happily, like I'll be like, I'll even tell them like, hey, to make sure that you feel okay and to make sure that I feel okay, why don't we invite HR into this conversation and then that way you feel like I'm going to treat you fairly as well. How does that sound? You know, I invite those, I invite that conversation. Again, that's me figuring out ways to be wrong. Like, I'm trying to prove that I'm wrong. This is another good one. I like to make this one bold. Ask better questions, no advice giving and no problem solving. So, when you're in conversations with people, I ask questions until the answers make sense and then I don't answer them. I let the other people, if I'm asking a question, I want them to answer the question. You know, don't be afraid of silence. No advice giving, no problem solving. This is a quote from my therapist, the same person who had the disordered book, disordered eating book from. This was the same gal. This, no advice giving, no problem solving. This is something that I think a lot of us tend to do and we're trying to feel more comfortable. And I'm just going to read this one verbatim because I think it's worth it. Whenever we are fixing, solving, managing or controlling in a relationship, it's a good time to reflect on what we are uncomfortable sitting with. Usually, we engage in these behaviors because we are unable to sit with the suffering of the other person or some iteration of not letting the other person have their feelings. It seems like we want to help, but often we are really just wanting to feel what we are feeling in response to the other person having an issue, feeling pain, et cetera. This is a major part of codependency in a relationship. That one was like, for me. So, it's okay to let people have their thing. We are letting them have their emotional response and it has nothing to do with us. In other words, we're going to exit the stimulus response cycle. This is a quote. This is from an Andrew Huberman podcast with this doctor, Dr. James Hollis. And this is one that, you know, it kind of reminds me of like the cell phone beeps and we immediately pick it up. Like it's totally like we're like Pavlov's dog. An email comes in, we got to reply. Sometimes it's okay to just sit and let things sit for a second, right? We got to collect ourselves and make sure, you know, because like when Chris called me, I was like, oh, God, you know, emotions. But what I should have done is I should have said like, hey, let me think about this for a second. I'll give you a call back so that I had a chance to collect myself so that I'm a better version of me responding to him. Trust your gut. So, this is a big one in having good boundaries and killing our ego. Again, I'm going to go back to some notes from a therapy session. So, I was having a really hard time with a position that I was in recently. I felt like I wasn't being listened to. I felt like I was being, same situation with Chris, right? I felt like I wasn't being listened to. I didn't feel like my opinions were being respected. I was quite literally not invited to a strategic planning meeting when I was literally the executive director of the group. And I'm like, hmm, is that a sign? And so, I sat down with my therapist. And so, we made this list of like, hey, future job. What is it that you want to feel? So, how do you want to feel in this future job? And so, these were his notes when he and I were talking. And I said I want to feel engaged. I want to feel trusted. I want to feel appreciated. I want to have mutual respect. And then, I want to feel valued for what I offer. These were the notes that, the things that I said that my therapist had written down. So, as a few weeks went by and my COO knew that I was having a hard time in this other role that I was in. And so, she pinged me and she's like, hey, I've got this opportunity for you. I want to talk to you about it. These were my notes. I'll note them. These were my notes of when she and I were sitting down to talk about the convert, to talk about this new role. Be an influencer. The subject matter experts respect you. The leadership team respects you. You're trust, you're going to be trusted and valued for what you have to offer. Choose to play a bigger game. Choose Andrea. This, that up there is this kind of squiggly, vertically thing. So, Christina was one of my operations manager when I took over my new role. She was basically almost on the chopping block. Like, people didn't trust what she was doing. Well, it turns out, the person that I replaced was basically throwing her under the bridge. Like, she was the fall gal. And so, I mentored Christina for a year or two. And then, my COO said, Christina seems to be doing a lot better under your leadership. So, literally, I had just had this session with my therapist. And not two weeks later, the things that I wanted were basically being told to me. I was like, maybe I should listen to the universe, Andrea. So, because I'd been hemming and hawing. Why should I, you know, why should I take this role? And so, this was me trusting my gut and being like, you know, I think this is the right moment. Instead of me choosing fear and safety, because what I could have done is, I told my COO, I said, the thing is, is my job right now, it's safe. Like, I can just, I can show up and just kind of do it. It's no big deal. And she's like, why would you do that? You're not going to be happy doing that. And I was like, you're right. So, I trusted my gut. So, servant leadership. There's going to be a long list, but that's because 13 is my lucky number. And so, I'm going to leave you with 13 points. So, again, servant leader is leading by example. You know, I go into a lot of my leadership meetings when I'm mentoring people. And I tell them, like, hey, I've made that same mistake. Let me tell you about this one time that I did, blah, blah, blah, blah, blah. Like, I share my mistakes and what I do with my leadership team so that they know, like I'm not above them. I've, you know, I had mentors who helped me along the way, too. And here are some really bad decisions that I've made. Staying in integrity. Again, Michelle Obama says, when they go low, we go high, right? You know, so you stay in integrity. You always do the right thing. Simon Sinek mindset of leaders eat last. My husband would call this the black belt mentality is that you kind of always get the shaft so that your folks can get the best thing. That, you know, you're the one who's going to stay later so that they can go home. Because hopefully, inevitably, then you'll have somebody coming behind you in the ranks to take it up when you're done. Ask better questions. Again, ask questions until the answers make sense. This one's really hard for me, too. But instead of talking, I'm trying to learn to ask questions. The way to gain respect is to give respect. Again, to be respected, you have to act respectable. My yoga teacher always used to say, where attention goes, energy flows. So this is the same thing, is that we make time for what's important. You have time to work out if you're sitting at home playing TikTok for an hour. Like, you have time to go to the gym. You make time for what matters. I had the same guy, Chris, he said this to me one time. He was mad, again, about something that I wrote down. And he didn't trust with notes that, notes, in the meeting that he and I had, he didn't trust the notes that I had written down. He, I've literally, like, took notes on it. I was like, well, you said this, blah, blah, blah. And he's like, well, that's not how I remembered it. And I go, well, you can take your own notes in our meetings. And he literally said, I don't have time to do that. Hmm. So we make time for what's important. Don't take anything personally. Again, what other people say and do is a reflection of them. Right? And let people have their tantrums. Again, just the silence is okay. Just let them have their tantrums. Their behavior says more about them than it says about you. Oh, look at that. I'm right on time, guys. Okay. Do no harm, but take no, you know what? This is, again, a boundary thing, right? This is us making sure that, you know, we're going to do our best and we're going to assume positive intent. And if other people start flinging, you know, and things back at you, again, that says more about them than it says about you. So, you know, that's the boundary of me saying, like, hey, can you point out in my email specifically what you see is wrong with my email? Like, let them have their thing. Let them feel the consequences of their own actions. Choose your sack. If you're going to embrace the role, embrace it. If you're going to say yes to the role, embrace it. We all, this job is not easy. None of the jobs that we do are easy, right? And there's a reason why we're not on, like, TikTok, like, yay, hashtag keynote speaker. Like, you know, we don't all get to live our passions. We don't all, you know, that's the reason it's called a job is because sometimes it's going to suck, right? And I think it's important for us to be, you know, when things happen, when two pipes burst in January and you have to be on site, you know, guess what? Well, this is part of the job. I guess that, you know, keep a positive attitude about it to the best that you can. That literally happened to me, by the way. I actually had three pipes burst in one day, two in one building, one in another. And I was like, well, this is what we're doing now, you know? So, just embrace it. Self-care is not laziness. So, sometimes you just need to sit on the couch and watch TikTok for an hour, dang it. And sometimes you just need to have that mindless entertainment and having that self-care is okay. And do not let people make you feel guilty or lazy for having some self-care. That is the way that, you know, that we recharge our batteries. The thing is, is just make sure that the battery charging that you're picking is actually fulfilling for you. Maybe go for a walk instead of be on TikTok. Maybe listen to TikTok while you're walking. I don't know. You can't really do that. It's more probably more YouTube. Okay. Coach up. Here's the thing. We know that the people around us that we report to are also human, right? And so, they're also going to have moments of weakness, including physicians. Physicians are not trained to get along with others. They're trained to eat theirs and other people's young. So, what I find that I have to do a lot is I have to coach up. I literally had a doc one day call me and he spent 18 minutes on the phone to me saying, I'm the expert, I know what, I don't feel like you're supporting me because you're telling me no and you're just not letting me do this, but I'm the expert and I know what's best. He's been out of school for six months. He's been out of school for six months and for 18 minutes he told me that he's the expert. And so, I'm sitting there going, no. And, but I had to help him understand like, hey, here's the situation. Let me help you understand why I'm saying this. I didn't say no. I just said would you be open to doing X. And so, just know that you're going to have to coach up and like I know I get, sometimes get really frustrated by that because I'm like we're all freaking adults here, right. But, sometimes we're going to have to coach up and you're probably going to have to do that more often than you'd like to. You know, my leadership team comes to me all the time and they're like, why don't they just do X? They're adults, da, da, da, da. And, I'm like, you got to remember we're all coming in with what we've got and not everybody is going to come 110%. We're going to assume positive intent and we're going to move forward. It's not your fault, but it is your responsibility. I saw this quote related to weight loss and I was like, well, that's interesting leadership. It's not your fault, but it is your responsibility. So, I found this when I came into a group where the clinic was just like a disaster. You know, this person had left and I'm cleaning up the mess. And, the thing is, is I couldn't go to the doctors and be like, well, it's not my fault that happened. It's not my fault that that happened. But, now it's my responsibility to fix it. So, I just had to communicate with them like, hey, this happened because X and X. Here's what I'm going to do to fix it. So, this kind of goes to the, yeah, it's not your fault, but it is your responsibility. I could go on about that one. And, lucky number 13, having your own personal mission, vision, and values. I think this is a really good one for people to have, you know, to make sure that you're setting the right expectations and that for yourself and the right boundaries for yourself is really like sit down and think about what's really important to you. Go find somebody who is a trusted person that you know will like tell you the truth and still love you. For, again, for me, it's my husband. And, let me tell you, sometimes he tells me stuff and I'm like, I'm not ready for problem solving right now. I just need you to, you know. But, then I'll circle back to him and I'll be like, okay, I'm ready for problem solving. How did I screw that up? And, he'll be like, well, first. But, you know, have that person, go to that person, whether it's your therapist or any, your husband, your spouse, whatever. And, have them help you really figure out what is like the true to your essence. Like, what's really, really important to me and what are like my non-negotiables and write those things down. And, you might have to make a list of what you don't want before you figure out what you do want. It's really, I think a lot of times just as humans, we kind of go with what we don't want versus what we do want. So, having your own personal mission, vision, and values. I'll leave you with this. The only reason to look back is to see how far you've come. There's this comedian, Michelle Wolf, and she has this bit where she talks about how she was at this party. And, there was a supermodel there, Naomi Campbell. And, everybody kept asking Michelle Wolf, who, I mean, she's pretty as well, but people kept asking her to go take a picture with this supermodel, Naomi Campbell. And, she's like, I'm not taking a photo next to Naomi Campbell because the reason why we know what's not pretty is when you put it next to something that's gorgeous, right? So, this relates to that situation in that take a look at what you've done before. Don't be afraid of it. Don't be mad at it. It is what it is. And, then go back and just look at all the little things that have happened and go, how could I have done that better? What better boundaries could I have had? And, how can I prevent that from happening in the future? So, the only reason to look back is to see how far that you've come. Thank you. Next, we're going to take a deep dive into communication styles with Stephanie Anderson from PeopleCentric. Stephanie is an experienced business strategist who has worked with organizations of all sizes, from small startups to Fortune 100 companies in leadership and consult roles, in addition to being a small business owner and social entrepreneur herself. Welcome, Stephanie. Thank you so much. Well, hey everybody, it's so good to be here with you today in Atlanta. Flew in from Missouri this morning, so it's an early day. I'm going to see if I can get this clicker going because.

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