I Took My Boss to Therapy

This is a classic session, from the second season of How's Work? From day one, they’ve described their relationship as “tumultuous," but there are highs as well as lows. One is new to the work force, the other is new to this particular work place. One manages the other. And while they like each other on a personal level, they clash over their fundamentally different approaches to getting the job done. Over the last few years, workplace culture has been transformed by remote work, inconsistent in-office presence, and an intergenerational workforce. Where Should We Begin? At Work is a new game designed to transform your work culture – one story and one relationship at a time. Brought to you by Esther Perel and Culture Amp, this isn’t your typical icebreaker. It’s a new data-backed game that will help you create community at work. Details at https://game.estherperel.com/products/where-should-we-begin-at-work Learn more about your ad choices. Visit podcastchoices.com/adchoices

Speaker names marked ? are inferred from speaking time and the show’s known hosts — they are not voice-verified.

• 0:01Speaker 00

  What you are about to hear is a classic session of How's Work with Esther Perel. How's Work is a one-time, unscripted counselling session focused on work. For the purposes of maintaining confidentiality, names, employers and other identifiable characteristics have been removed, but their voices and their stories are real.

• 0:30Esther Perel?

  Some of the more interesting conversations that I have had around the workplace are intergenerational conversations. And I was reminded of an episode that I did a while back with a manager who was a Gen X and a new Gen Z employee who was entering into the workforce. And, you know, we have five generations at this moment that are currently working together in the workplace: the traditionalists, the boomers, the X, the millennials, the Gen Z, and fast coming up, the alpha generation.

• 1:09Esther Perel?

  So it's a unique experiment for building relationship cultures and relationships in the workplace as a whole. Now, we know that strong relationships are at the core of high performance. And we also know that there is a social atrophy going on and that people need as many skills and practices to really enhance their social skills. So I created a new version of the game, Where Should We Begin?, that is specifically for at work. And I really was hoping to design and transform work culture, one story and one relationship at a time.

• 1:51Esther Perel?

  You know how much I believe in the power of stories because they are bridges for connection. And what I also very much liked is the fact that it's a collaboration between me and Culture Amp, which is a company that provided me with tremendous data science on people. And we could test every card until it finally found its way into the deck. So I hope you enjoy Where Should We Begin? at Work.

• 2:30Speaker 02

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• 3:07Speaker 03

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• 3:56Esther Perel?

  We generally remember the first day we met our manager. The impression they left on us, or the first impression we left on them.

• 4:08Speaker 04

  I was really nervous about having a new manager, feeling really good about my position. I think I had just been promoted. And then this woman comes who's like a bull in a china shop. The day that she came in, she looked so pretty. She had her hair done and she was just kind of like flipping it around. And she started making jokes immediately with people and it just seemed like she got like very comfortable very quickly. I remember taking her breath like, oh my God, she's a lot.

• 4:38Esther Perel?

  But first impressions sometimes are hard to undo. Like in this case, the manager, she arrived in full speed. And now she has to slow it down.

• 4:52Esther Perel?

  And that's not coming so easy.

• 4:54Speaker 05

  I'd like to think of myself as a servant leader. On the other hand, I have like very passionate and tense and like it probably can be tough if you just haven't completely invested in me and jumped on board when I can probably seem like a train that's just going really fast and doesn't look like I'm stopping anytime soon or I'm making space for anybody to jump on.

• 5:17Speaker 04

  It's been an up and down. I've likened it to like an abusive relationship in the cyclical way of it where it's like we are really good for a stretch of time and then something happens and everybody is upset.

• 5:33Speaker 05

  Like in some ways, our relationship is very personal because like from the beginning, we have discussed what's not working between us, which is like intimate.

• 5:43Esther Perel?

  Their relationship is organized around one word, tumultuous. And tumultuous doesn't just mean negative, but it means intense, intense in every aspect. They appreciate the intensity and at the same time, they would like to make it slightly less so.

• 6:02Speaker 05

  I mean, I think what was tough is that I had felt like building strong relationships that work was a strength of mine and was feeling like it was a nut I couldn't crack.

• 6:14Speaker 04

  I've grown to really love her just as like a person, but it's just hard. It's very hard to work with her and it hasn't gotten easier. So I feel like definitely conflicted about all of this because she probably won't feel like blindsided by me asking her like, hey, would you put it on this podcast with me? But it's definitely like, I don't wish her any ill will or anything like that, you know?

• 6:42Esther Perel?

  It's not that common that a manager will accept the invitation of their direct report to come and talk on a therapy podcast. So I keep that in mind and I see this as a very positive sign. But then I realized that they have become so organized around their problem narrative, about what's the problems between them. And I just think it's important to meet people before I meet their problems.

• 7:19Esther Perel?

  So give me a little bit of a sense of who you are, where you work, where you come from.

• 7:26Speaker 06

  So I'm 28 years old and I am the oldest child of my family. And my mom is white, my dad is black. And my dad is a black person who thinks he's white.

• 7:43Speaker 06

  I have been working in nonprofit for about five years now. And I've been working in the role that I'm in for about two and a half years.

• 7:56Esther Perel?

  Tell me, what is important in the way that you described your dad? There was a reason for that statement.

• 8:03Speaker 06

  He's been top of mind for me over the last couple of days. He voted for Trump. Probably, I think he did so both times. And I look more like him than I do like my mom. And I am more like him in some ways in terms of wanting to be right or can be like argumentative. And I guess I just like find places where I can just kind of make jabs at my dad because I don't really talk to him that much. So when I say like, you know, my dad is this black man who thinks he's white is kind of my way of just being like, yeah, fuck you dad, without like actually saying that to him.

• 8:39Esther Perel?

  How about you?

• 8:41Speaker 07

  So I, my family's from Puerto Rico. I'm forty seven. My father was a Philadelphia native, so he's white. My mother was someone who, she's only nineteen years older than me, so she kinda got herself together when she had me. We got our college degrees at the same time and, um, and my father is a self-made. He was a self-made businessman who was raised in an orphanage, so very scrappy parents who made a really great life for themselves. That's where I come from.

• 9:13Esther Perel?

  And you say that with admiration?

• 9:15Speaker 07

  Of course, yes. So much admiration and pride. Definitely one of those people that understand I stand on the shoulders of other folks. Um, but in general, I've always worked for nonprofits, community-based organizations.

• 9:32Speaker 07

  So I came in as, um, what they call manager.

• 9:35Esther Perel?

  You came in as her manager?

• 9:37Speaker 07

  Uh huh. She had someone before me.

• 9:40Esther Perel?

  Describe the relationship to me. Either one. And remember, a relationship is a story. So you're gonna tell a story of this relationship. And that sometimes involves how it started, or the aspirations, the mistakes, the misunderstandings, the laughters. It has a, it has a whole life in it.

• 10:08Speaker 06

  Um, the first word that came to mind was tumultuous. Um, I think that probably the only manager I've had who's made me laugh as much as she does. Um, we have had really, really good times and we've had really, really bad times and and I-

• 10:30Esther Perel?

  Define good and bad.

• 10:33Esther Perel?

  Those are all encompassing words and for you, there's a, there's a whole life in each of them.

• 10:38Speaker 07

  Yeah. When I say good, I mean, like, we, we work really well together. We don't have too many um power struggles going on at the time. We, we produce really great um content and work for our teachers. And when it's bad, we are either not communicating or not communicating well. Um, and I'm feeling really impatient and stubborn and also probably not really understood or heard.

• 11:18Esther Perel?

  I wondered why she brought in that particular information about her father. But I wasn't thinking about him when I asked that question. I was really thinking about what she was telling me about her and her father that would give me information about her and the manager.

• 11:38Esther Perel?

  And here she gave it to me.

• 11:41Esther Perel?

  I'm stubborn and I'm impatient.

• 11:48Speaker 07

  Yeah, I think the word that came to mind for me was like a relationship of circumstance. So, you know, when you come in, it's like you build your team or you grow together into like new roles to come in to fill a role that someone else had that that person brought you on. So that's why I think of circumstance. You know, besides the history you I bring with me as like being a woman of color who's always had to prove herself for every leadership role or any role in general and always just takes assumes I'm gonna have to work harder. So I, I try to um definitely felt a feeling of like, uh, why do you have this job? Why are you my manager or boss? Why did you get this?

• 12:32Esther Perel?

  Says she to you in your head.

• 12:34Speaker 07

  I felt that, I felt that. Mm hmm. I mean, we. There were things said that made me interpret them that way. And so I was doing a lot of work of understanding that like, sometimes people's words in the moment or how they feel in the moment are during adjustment periods. And like trying not to internalize that a lot or to like behave differently because of that. And and try to work to build like trust in a relationship. Um, I think when it's tough is when we are almost trying to prove the other person wrong more than trying to get back to where we work together. So I think there's definitely many more that it's more like that now.

• 13:18Speaker 07

  But I think a lot in the beginning was there was a lot of proving, a lot of proving different ways. Um, I think when it's good,

• 13:27Speaker 07

  it just feels like there's trust. And I think the strength is that like we have been through a lot of uncomfortable moments. And we have also like achieved incredible feats in a short amount of time during COVID at the same time. So, um, so yeah, I guess tumultuous is a good word as well. I guess for me, for much of that time, I was like, okay, this is par for the course. If you come into a new organization in a role that's taking over a different team lead, you know, kind of ready for the pushback. I think I didn't think it would take as long or or I thought we would settle into a trusting relationship sooner.

• 14:08Esther Perel?

  When you say as a woman of color, I have to prove myself more. Is it different if you oversee a black woman? Do you feel that, did you have an assumption that things would be faster? And more complicitous between the two of you?

• 14:25Speaker 07

  Well, in general, like folks of color are quickly bonded was just my experience. I think part of me expected the same thing. So one, I didn't feel that necessarily on our staff in general. Um, and I do think that there was like a little assumptions I made, of course, of how like we could connect more quickly. So that's where I took a few steps back of like, okay, those are not assumptions that I can just make. And I think that we were just going to be able, there were going to be certain, there are going to be certain understandings or connections or comfort level or rapport or whatever that is that I might not have otherwise with someone else that was in a person of color right off the bat.

• 15:08Esther Perel?

  And what did you do with her assumptions? They're well-meaning. They're meant to bring you closer sooner. Um, they're meant to assume a certain level of understanding, of shared reality, of shared struggles, et cetera. So I'm curious how you took them.

• 15:26Speaker 06

  Yeah, um, I mean, honestly, the whole like people of color terminology in general kind of assumes that like we are all, you know, familial and I, I haven't even really felt like that familial within the black community. So looking for it just in the general people of color community has never really been like, like a thing and, and I've very recently just started to get in touch with my like identity as a black woman. And the people in my, like my life that are also black women, I'm like really starting to build relationships with, with them and it's been, you know, kind of ongoing since, um, towards the end of college. But I had first of all, never been managed by a person of color.

• 16:12Speaker 06

  Um, my managers from previous jobs were all white men or white women. And I didn't know how to, um, how to accept just a relationship based on our race when we weren't of the same identities. Um, especially from someone who is like in power in regards to my position. So at the time, like I had not known that that's what was happening until she named it and I was like, I think probably like at, at that time, my first instinct was like, why would you do that? Um, and now I'm like, obviously you would do that, like we're, we're a minority in general at our, at our organization.

• 16:54Speaker 06

  We're starting to, it's starting to flip, but it was definitely, it definitely makes sense to me now, but at the time it definitely did not.

• 17:01Esther Perel?

  You're saying yes with your head, you're nodding?

• 17:04Speaker 06

  Listening and affirming, yes, yes. It's a small team, so I think that like two of the new hires, one was me, one was a black man. Um, I think it's a team that's not always in the same office together at the same time, but in general, like. Right, at that time, I was the only Latinx person on the team. Um, and then just aren't, it was just outnumbered. We were, we were not that diverse of a team.

• 17:36Esther Perel?

  Can I ask you something? Do you have a different relationship in the reverse when your manager is white? There's white woman, and you've had white woman and white men.

• 17:49Speaker 06

  I would say that I, I have noticed I act differently with white women. With white men, um. I mean, my partner is a white man, and he's probably like the only one that I've actually like respect. Um, with white men, I generally just. I don't, unless they have proven themselves to be aware of like, you know, their privilege and, and things like that, I generally don't. Like, they're just not like a really part of like my, my, my sphere. Um, but my mom is like a white woman, and I have noticed my own ways of being around white women is definitely different than it is with other people.

• 18:31Esther Perel?

  And, and in the workplace, how does that manifest?

• 18:35Speaker 06

  Uh, it, it can depend, but for the most part, I don't. I'm very sensitive to their fragility and, and almost, um. I can be, I don't, I don't think protective is the right word. I'm just kind of bumbling around that, but that's the word that's popping up in my head. So I feel like protective of white women. And I, and I hate that. I hate that. I don't want that. I don't want that feeling. And so when I'm, when I'm outside of work, it's like, no, fuck that. But when it's like somebody that I'm working with, um, all the white women that I've worked with have really endeared themselves to me in one way or another. And it's made it very hard to just

• 19:20Speaker 06

  to, to feel like I can be very blunt or straightforward or even like angry or, um, like aggressive in any way. I'm sure that there's something to it because of my mom. And I'm also sure that there's like, I don't want to be a black woman stereotype of any kind. So there's definitely like some of that there too.

• 19:52Esther Perel?

  Had we continued the conversation, I would have wanted to explore further with her the legacy of the white mother with whom she can't identify because of color and of the black father with whom she can't identify because of values and identity.

• 20:12Esther Perel?

  And maybe it would have shed more light to understand her relationship to the white managers, men and women, and to the current manager, another woman of color.

• 20:26Esther Perel?

  But it's not only the legacy of her parents, it's also the cultural and racial legacy and the bind that she finds herself in as a black woman who does not want to be seen as the stereotype of the black woman.

• 20:46Esther Perel?

  We have to take a brief break. Stay with us.

• 20:54Speaker 08

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• 21:28Speaker 02

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• 22:05Speaker 09

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• 22:35Esther Perel?

  So, what happens? You arrive, and then what happens?

• 22:41Speaker 07

  It was a kind of a tough entry for us and them, because it's kind of like, oh, so these people are coming in as new leadership and making it seem like nothing we did was that great before. And then we were kind of coming in like, what's all the resistance? Like, we're just here trying to be part of the team and get work done. So that was like the overall, from my perspective, like the overall vibe for a while.

• 23:06Speaker 06

  It was very much like, like it wasn't, there wasn't a lot of like, of a learning period, I think. Both of them came in and just had to hit the ground running. And that was tough, because I did, like, I had a nice, like, two-month period where I was learning. I went to a conference within like my first two weeks to learn more about my role. So I would say that there was not as much, it didn't feel like, from our perspective, me and other people who had been on the team, that there was a lot of curiosity when they were coming in. It was more like, okay, well, we just, we're told that this is what we need to do, so we're gonna get started with our ways of thinking and being. And it was, it was tough.

• 23:47Esther Perel?

  The one thing that stood out in what you just described was a way of seeing not just what was happening to you and to the rest of the team, but also what basically was demanded of these new people who were coming in. And when I hear anybody...

• 24:07Esther Perel?

  Who is able to look above them and feel for the people above them and understand the predicaments that they are in and the fact that everyone is involved in certain power structures, basically. Everybody is accountable to somebody. And the person above you is a person below somebody else. That in itself stands out immediately, that you saw it. It's easy to see what's being done to me. It's not so clear sometimes that what's being done to me is the consequence of other things that are being done to you. Or told to you, or demanded from you, or expected from you, same.

• 24:47Esther Perel?

  You arrive and you basically, indeed, have to start to prove yourself immediately. So you look for shortcuts. And one of the shortcuts is to assume familiarity. Another shortcut is to basically not spend enough time learning what, how things are being done and why they're done the way they're done, because we need to instantly change something. And another shortcut is to not take enough time to build the relationship necessarily, because we've got shit to get done. We've got a mandate, we need to fulfill, fulfill the, you know, the requirements here. And you seem to have done that, actually. You've actually done a terrific job.

• 25:31Esther Perel?

  And so now you kind of go back and you say, okay, we've done the work. Now let's go see what happened to the people. Because if the people don't get along, they can't fully celebrate the work they've done either. And what you're also saying is that it goes from high to low. That sometimes you really feel like, you know, we're connected, we got it, we're in this together, we laugh together, all of it. And that it actually is a very personal relationship. And that it then goes equally to the other side, but with intensity.

• 26:09Esther Perel?

  And when people experience that kind of intensity in the workplace in a very short amount of time is because each one actually evokes something for the other. So then you start to ask, you know, what is it about this behavior that triggers you, that engenders a reaction in you? You know, and when else have you felt this? Because it's so immediate. You know, so soon that you don't like it, that the not liking it was learned somewhere else.

• 26:38Esther Perel?

  It doesn't just come from these two people.

• 26:43Esther Perel?

  So that's a question I have. It's like, what was it that each of them kind of kind of felt that the other one was pressing somewhere? And didn't necessarily know that they were pressing, nor what they were pressing, but they knew they were pressing.

• 27:02Esther Perel?

  Does that make sense?

• 27:04Speaker 06

  Yes.

• 27:12Esther Perel?

  When I try to understand the tension between these two people who work together, I continuously straddle three levels. What is organizational? What is interpersonal or relational? And what is personal or individual? What does each woman bring with her from her own history of relationships? What is being triggered between the two of them? And what is actually the consequence of something that is organizational and systemic, present in the room, although invisible?

• 27:51Esther Perel?

  Now tell me how.

• 27:53Speaker 06

  It just, it resonates a lot with with the first day that I remember just like thinking, oh my gosh, she's a lot. And then she would like refer to herself as like a bull in a china shop. And that is something that like I've come to appreciate. But I'm now very curious about why that affected me so? Because it really did influence the just the ways that I showed up in spaces and conversations with her afterwards. And

• 28:25Esther Perel?

  You know, other bulls in china shops?

• 28:29Speaker 06

  My sister. My sister, um, yeah.

• 28:35Esther Perel?

  Describe the bull. Oh, the China shop.

• 28:40Speaker 06

  Um. My, my sister who I'm referring to is two years younger than me. But she is very like. Uh, look at me and she's beautiful. And we are like when we're all together, we are all very loud and very boisterous and fun. But she can definitely get like she has like a temper and she can be very stubborn and she has to have her way. Um, she's not very great at listening sometimes. She, when she's insecure about something, it's very, um, she displays it in a way that is like. It's almost like angry, angry about it, like she hasn't, she didn't go to college. I was, I'm the only one of, of my siblings who went to college.

• 29:24Speaker 06

  And I was the like quiet one where I was, I had my head in a book at all times. Um, my dad used to like compare all of my siblings to me and be like, why aren't you reading? Um, why don't you just sit down and be quiet? For like up until I probably when I got to college and I started to come out of my shell a little bit more, I was definitely. More withdrawn.

• 29:45Esther Perel?

  What are you learning? As you listen to this?

• 29:51Speaker 07

  Some I've, some I've, she shared some of it with me a little bit, um. I did not know about her kind of being the most bookish and, and, uh. And a little bit of like. What I'm picking up on possibly is kind of. Getting lost in the shuffle a little bit too, with all of these other bigger voices that she had around her. And how they expressed what they needed and how they needed.

• 30:17Esther Perel?

  Yes.

• 30:19Speaker 06

  Trying to. Let that sit with me for a second and see if it resonates, you know?

• 30:27Speaker 06

  Definitely, um, I definitely could see, I think, as I moved away from home and learned about just different things, like I've definitely found more of a, a voice and a willingness to speak up about things at home. But most of the time, I, I'm happy to just kind of be in the midst of my family being like loud and buzzing around, and that's usually fine.

• 30:51Esther Perel?

  How does that training come to work with you?

• 30:56Speaker 06

  I don't have a lot of, it's not in my nature, I guess, to climb the ladder towards like promotions and things like that. I'm happy to be in a room learning and not as much leading or facilitating. Um, I love being on a team and there's this duality where I, I have, I'm starting to have opinions and give voice to them more than I have ever really done in my life. But also, I, I'm really happy to just sit back and, and listen.

• 31:32Esther Perel?

  Do you experience her as more shy, withdrawn, and have, pleased to be on the team? Happy to learn, but not necessarily to claim? And how do you manage that? Do you have a view of her as capable of so much more? And if she only, you know, takes that seat at the table?

• 31:57Speaker 07

  That's pretty much right on the money, um, how I feel. I see a lot and expect a lot and want her to expect a lot for herself too, because I, I've seen what she can do. I feel like I want to leave as much space for her to see that in herself and want to grow, but also feel like.

• 32:23Speaker 07

  I don't wanna back off just because I get pushed away. Um, sometimes I also feel like I'm really aware that like I've never felt like I could just sit back and not and just take in what's going on and not have to one either perform or participate. You know, so I also see like just a diff- you know, a difference in that. And also appreciate, like I've said to her before, I appreciate what a good listener she is and how good she is at like listening, taking it all in and then having an assessment or an opinion.

• 32:59Esther Perel?

  Where did you get the training of I can't sit still, I have to act, I have to make things happen. I can't just be a passive witness.

• 33:09Speaker 07

  Yeah, I think, you know, to have a mom who didn't have a high school degree and had me as a teenager and then a dad who dropped out of an orphanage at eighteen to like work and then build their own business, it's, I almost feel like there's something in that like if, if you're not proactive and working in that way, like you are left to a less fortunate situation. You know, I don't, I think it's called, I think it's survival and progress. I think for a long time, I understood survival and progress to mean that you can't ever sit back.

• 33:49Speaker 07

  And that if you don't take control of something, like you're gonna be at the mercy of someone else's decisions.

• 33:57Esther Perel?

  And how does that enter into the dynamic between the two of you?

• 34:03Speaker 07

  That I'm

• 34:07Speaker 07

  urgent about many things.

• 34:12Esther Perel?

  I got it.

• 34:15Esther Perel?

  I mean, I, I didn't get it. I just had a thought, but I'm gonna wait. Go ahead.

• 34:19Speaker 07

  No, please, share.

• 34:21Esther Perel?

  No, I just suddenly saw, it's like you, you know, in your world, you don't wait, you don't sit. Because it's the difference between, you know, moving ahead.

• 34:35Esther Perel?

  Creating a life, having protection versus being at the back. And in your world, part of what gave you your strength is that you may have been quiet, but you listen and you think things through. You don't jump. You are deliberate. It's like both of you, in front of a certain precariousness, have a different response. One of you says, "Things are not sure. Let me watch and sit and study this." And the other one says, "Things are not sure. I can't just sit here. I gotta act and fast." That's what suddenly came to me. Does any of this resonate?

• 35:21Speaker 07

  Yeah, yeah, 100%.

• 35:22Esther Perel?

  100%? I just felt this suddenly. I just thought, you know, I saw you in your younger versions. And then I see how it enters into the workplace direct. And then you feel that she's pushy, when you don't like it, in the lows. And she thinks you're too slow and passive and not, and not, uh, and not what? What's the word for you?

• 35:50Speaker 07

  Sometimes I think interested. I know that, like, I'm just, yeah, sometimes I think not interested.

• 35:55Esther Perel?

  Well, because, but that's enough. That's like, if she was really interested, she would already have done this. If she hasn't done this, means that she may not be interested enough.

• 36:04Speaker 07

  Or see it in a certain way. Often, what we might think, what, we differ on what we, what focus we think we should be taking. So I think that's what impacts it as well. It's like, I feel like, I'm like, we gotta make it happen. And I think then she's like, "Let's see what happens, and then we're gonna do this." Right? So I feel like that's how I would translate that into my own words.

• 36:29Esther Perel?

  How would you put it?

• 36:31Speaker 06

  I mean, that, it's, it all sounds right. I'm, I definitely am like resisting the, uh, the mold. Like, I don't want to be like this. I, like, I don't want that to be the idea of me, but I think it's, I can't deny it. Like, it's definitely a thing that I am... I named about myself, like I am, I do want to see how things play out. I try to be thoughtful before making decisions and moving forward with things. And I cling to, like, just feeling safe about things, I think.

• 37:15Esther Perel?

  So, I mean, this is an interesting lens. It's not a definition of you. It describes an aspect of you. There's so many others. Let's not reduce ourselves to one thing. But it probably is one of the things that stands in the way of your attentions. That's why I picked on this one, because you can feel it. It's energetic. I hear you talk about how you gotta take things in hand. You gotta make things move. And then I suddenly felt, when you have that energy, I can imagine that attention comes because on the other side is someone that says, "Wait a minute.

• 37:59Esther Perel?

  Those two stances create an interesting dance. It's stance, stance, dance," says my colleague, Terry Reilly. And this is it. You have a stance, you have a stance, and together this becomes a dance. So now let's describe the dance. And I'm going to listen to you talk to each other, actually.

• 38:26Esther Perel?

  I listen to the core beliefs that both of the women are highlighting, each specifying her own survival strategy.

• 38:39Esther Perel?

  "I must act, I must not react."

• 38:45Esther Perel?

  One says, "I must act, I can't sit idle." Then the other says, "I have to be careful not to react." One finds clarity in thinking with some categories and structure, and the other finds resistance in being labeled, in feeling confined by words that are more general and don't capture the uniqueness of her individuality.

• 39:14Esther Perel?

  Both of them, though, have really nuanced understandings of each other and of themselves, but they're caught in this dance at this moment that I hear very, very often. Expectations from the manager to not just be a manager that looks at the work being done and the deliverables, but looks at my growth, my sensibility, my emotional health, et cetera. And the manager who is asking, how do we set up expectations and parameters without having to be a therapist at all times?

• 39:56Speaker 00

  We'll be back with a session right after this. And while we love our sponsors, if you want to listen to this session ad-free, click the Try Free button to subscribe to Astera's Office Hours on Apple Podcasts.

• 40:13Speaker 09

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• 41:40Esther Perel?

  If I see you discuss something, doesn't have to be the most difficult thing. I will see the moves of the dance, basically. And not just I will see, we will see.

• 41:55Speaker 06

  I mean, one that came to mind was like hiring, like, where there would be like hiring fairs. And like at the last minute, there would be one-off interviews or we would like schedule hiring fairs that weren't originally a part of the plan. And that just would feel really chaotic for me. So that's just like, that's a situation that came to mind that I wonder if it would apply here.

• 42:24Speaker 07

  Well, I think I would say that if I'm thinking about how we're going to do it again this year, I want to know what is going to make you more comfortable with those types of moves because we have to make them. So I'm open to being like, what would make, what would you like to try to still meet that need, but it not make like your hire, you feel like the hiring fair is chaotic?

• 42:53Speaker 06

  It's not going to not feel chaotic. So my, my thought of this was almost like, I don't want to lead it. I don't want to like, be the one in charge of it if it's going to be something that's like, that I feel like I can't control or just like have some feeling of like, this is, this has an order to it. And I don't think that that means it shouldn't happen that way because ultimately what you did worked. It's just that I, I'm happy to just like not be the lead on it, not be the person scheduling things and holding people accountable to RZP and things like that if I just know that that's not something we're gonna do and

• 43:38Speaker 06

  and I'll just help with tech support.

• 43:41Speaker 07

  I mean, I think I'd wanna push and be like, two things I would say is one, like, the hiring fair should run, there's a lot of ways that should run exactly how you run it. What I'm interested in are some tweaks that also meet the needs of the people that we're serving. So it's like, I don't know how I can frame it for you so that like it doesn't feel like a tweak is ruining your entire system. And maybe the other option, or another option too, is like telling you what it is that we're thinking about, we need and being like, okay, so given these things, how would you tweak the way this is with the way the hiring process goes now to still serve this other need versus telling you how I want you to serve it?

• 44:26Speaker 07

  Like I would want us to play at least like two of those out

• 44:31Speaker 07

  before we just decide like you're not gonna be on it or you're only gonna do tech support.

• 44:38Speaker 07

  Cause one, I don't think, I don't think that's sustainable for our team to like get everything we need to get done. And then two, I just think like you are more than just tech support.

• 44:54Esther Perel?

  Do you know that what she would like to hear from you is not what you cannot do, but what you would like to learn to do better?

• 45:06Speaker 07

  No, but I mean, that's.

• 45:10Esther Perel?

  The place here goes to then she starts to think you're not interested,

• 45:16Esther Perel?

  which I don't think is what you mean. But you're talking about what, no to this, no to that, can't here, can't there? And what she wants is to sense an energy. It's the energy of getting it done that we were just talking about before. She wants a little bit more of that energy.

• 45:42Speaker 07

  Yeah, I mean, I think give me something I can work with is how I'm thinking about it.

• 45:50Speaker 07

  I feel like, I feel like, like you don't want it to be different, or you don't want it to change because I'm doing it. If I'm gonna be really like, like that's, so that's where it starts to get like a tug, because I'm like, I want opportunities to think of it of a different way, but it kind of feels like a little bit of what I walked into also on a bigger sense of like, if we can't keep doing it this way, then I don't wanna do it at all.

• 46:14Esther Perel?

  And then you have to do it?

• 46:16Speaker 07

  And then I have to do it. That's honestly what's happening in my head, is that then I'm gonna have to find other ways to do it, or, uh, you know, because ultimately it still has to get, it still has to happen, it has to get done. And, and then I honestly never want you cut out of anything that we would do as a team, like, one, you're an asset, two, that's not a good look for you. I don't want anything that's not a good look for you.

• 46:40Esther Perel?

  Tell me,

• 46:43Esther Perel?

  have you had experience within helping her and infusing some confidence?

• 46:51Speaker 07

  I mean, I don't know what that, exactly what you mean by that, but I feel like, yeah, I feel, I feel like, uh, I don't know if I can infuse confidence in her. I feel like I try to express the observations and times where I feel confident in her.

• 47:09Esther Perel?

  Same, yes.

• 47:11Speaker 07

  With, yeah, without, because like, I never wanna patronize you. I always wanna have high expectations, because I'm always clear of like, how awful it feels when you, there's not high expectations, feels terrible too. Um, so I'm always trying to have that dance.

• 47:27Esther Perel?

  How are you receiving that?

• 47:30Speaker 06

  Uh, I am struggling, I'm struggling. I, I've, I'm thinking about the times where I think, I feel like I was, um, energetic or like about it, and it, and it was.

• 47:49Speaker 06

  It was misinterpreted as not believing or not buying in when I was like, I'm asking questions or I'm trying to offer like my like feedback or just thinking like this, this to me doesn't make sense. So I don't like, I would rather retry something else. So I'm, I'm just struggling with the, the feelings that I've, that I've had in the past, having brought me to this point of just tell me what to do and I'm going to do it. Because whenever I pushed back or whenever I tried to become energetic or offer something, it was met with what felt like, no, no, no, like this is, that's not what we want.

• 48:32Speaker 06

  We, and it was always just like a, like a fight. Um, so I'm just like, well, fuck it then. I'm just not gonna like do that anymore. I'm not gonna push back. I'm not gonna like pressure test things if it's just gonna feel like I'm like starting a fight or causing an argument or something like that. Um, so that's, those are, these are things that are kind of just like going in my head right now because I'm, I, I do want to feel like I, I'm, I want to feel like I'm an asset to the team. Most days I, I just feel tired.

• 49:09Speaker 07

  I hear, I'm hearing it. I'm processing it. And I think that, and we can look at like what you're saying is put, push back or coming, being excited about something and like what I perceive it as, like if there's misses in that as well.

• 49:33Esther Perel?

  What did you hear her say?

• 49:36Speaker 07

  That the words that I heard were like that when she has other thoughts or has other ideas or expresses another way or why she wants, why she's invested in the way that it is being done. If I'm asking for something different that like she doesn't feel like that's embraced, that that is kind of pushed aside.

• 49:56Esther Perel?

  Or that it becomes the source of a battle.

• 49:59Speaker 07

  Oh, definitely becomes the source of a battle.

• 50:01Esther Perel?

  You're and you you see that?

• 50:04Speaker 07

  Yes.

• 50:05Esther Perel?

  You see that as well?

• 50:06Speaker 07

  I I see it, I know it.

• 50:07Esther Perel?

  Okay, so you you agree on on that? On the on the on what happens because it's a very different answer that's I'm not just not engaged. I've chosen to not be engaged when

• 50:24Esther Perel?

  my experience has been that if I do bring that energy, my questioning, my discussing um is experienced or is responded to as if it's a as if we're in an argument.

• 50:38Speaker 07

  I think there are times, I think that if I'm not feeling like the questions have to do with like how to do this better, and if I'm feeling like the questions have to do with like resisting change, you're right, I I am taking that, I'm responding to that differently. Then I might to like new ideas or problem solving.

• 51:00Esther Perel?

  So go a step further. Sometimes you can experience her questions as curiosity and engagement. And sometimes you experience her statements as resistance and rigidity. Like she she closes off and you can't, you know, but the more she goes there that way for you, that's when you start to chisel away.

• 51:23Speaker 07

  I have no choice. That's how it feels. I know that I need to develop in my own skills, but in that moment, it feels like I have no choice because like I can't let this stop us. And that's kind of like the narrative that happens in my head. That creates what Esther talked about, that I feel like I need to chisel away, which can't possibly be a pleasant experience for.

• 51:48Speaker 06

  I would not say that it was pleasant.

• 51:51Esther Perel?

  But that's a fact. And do you see how the chisel machine gets activated?

• 52:00Speaker 06

  Yes.

• 52:01Esther Perel?

  Because I think that part of what you're doing so beautifully here is to get a sense as to how each of you in some way elicits some reaction in the other person by virtue of your own behavior. And both of you agree, you know, there's a shared sense of reality here. It's not like you have completely separate stories and you kind of wonder if this is happening to the same people. So there are times when you actually do succeed very well in bringing her in where she engages from the place of "how can we do this?" rather than "I can't do it," or "I won't do it." Let's study those.

• 52:44Esther Perel?

  What have you done then, each of you, by the way, that made you be able to bypass the impasse?

• 52:55Speaker 06

  Well, the first thing that came to mind was that when I've had a good night's sleep, things generally go better.

• 53:05Speaker 06

  I like...

• 53:08Speaker 06

  When I'm taking better care of myself, I feel better overall. And that's one thing that I have not been doing a lot of for a long time.

• 53:21Speaker 06

  And I do I do feel like a sense of ownership for when things did not go so great. And and I think that when things did go well, like it was coming from both of us more.

• 53:42Esther Perel?

  And why it's been challenging for you to take care of yourself?

• 53:46Speaker 06

  I have self diagnosed uh depression. I've I have been uh I have consistently just, you know, gained weight over the last five years since I moved from my home to where I am now. Um, and I am very comfortable with being comfortable. I don't overextend myself in my personal life to many regards. If I don't wanna do something, I don't do it. If I want something, I get it. And that's just kind of like, I feel so disgusting like saying that out loud. And but that's just like what my life has been like, especially during quarantine, but

• 54:28Speaker 06

  really leading up to that as I started to have like my own financial like independence and stability. And just freedom really from like my mom, my family, um.

• 54:40Esther Perel?

  Say more. Is there's more there?

• 54:44Speaker 06

  I am not the same person that I was when I lived at home. When I go home, I have to pretend like I am still that person, that I can't show too much of like who I am. Um, so COVID has definitely allowed me to just just be, just be um be at home and just not, I wouldn't say that relax is even a word because I haven't been relaxed. Um, I've been working, I've been not taking care of myself. I've

• 55:25Speaker 06

  when I've had opportunities to take care of myself, I play video games instead or something like that. And um I think when I, when I had discipline, when I had any semblance of discipline for myself or self-control, I was probably probably in, I would say the latest was college, but the last time I really remember was high school when I had to get to school on time or else I would have been kicked out again. I had to get up and get my mom awake so and give her and make her coffee. And those were the times where I remember like having to be disciplined. And then once I started to get out of the house and not have to do those those things, it just discipline flew out the window. And with that, any sense of like urgency to get back to it?

• 56:11Esther Perel?

  What do you learn from that?

• 56:14Esther Perel?

  And thank you for telling.

• 56:16Speaker 07

  Yeah, thank you for sharing that.

• 56:20Speaker 07

  I mean, I've learned that if you, one, it's that how hard it is to not feel like you can be who you are when you're home with your family. Um, but and and then also how it would just feel so uncomfortable to feel like somebody else in this other setting is imposing or in some way wanting you to do anything outside of what you're comfortable with. It's almost like you're a little spent.

• 56:50Esther Perel?

  Yeah. And I was also thinking, you know, what is the responsibility of a manager towards the health and mental health of your direct report? How much is it important to know? How much do you need to take that into consideration? How much, um, how much does that go to work? What is the relationship here between the personal and the professional? Um, and probably you, without knowing, you know, the days when she has slept well and the days when she has spent her night on video games. You you don't necessarily know why, but you know the difference.

• 57:36Speaker 07

  Yes, and I and I and I do think like other times that it's been more pleasant and less battle, I think, are when like that part of me kicks in too, where I'm like, take the time you need or do the thing you need to do because I do value so much like your well-being and your health and mental health. And so like if you talk about when is it right, Esther, I feel like we definitely have that compassion for each other. That is like really there, like I've I've had to have two surgeries during COVID. I've had several deaths in my family and like she's just compassionate and understanding and picks up whatever she needs to pick up because of that.

• 58:17Speaker 07

  And I try and hope that she's felt, I think she's felt the same from me. So I think if you just ask us like what works? Yes, if what works, like that's definitely, we are both very, um, in tune with our humanity and like the humanity of of others.

• 58:42Esther Perel?

  The manager is a caring and empathic person, and she wants to know about the mental health of her employee. At the same time, she wonders what is her responsibility? To what extent does she need to adapt her expectations when her worker tells her that they spend a weekend playing video games? This is one of the foundational questions in the moment about management as an empathic guide versus management who makes sure that their deliverables are up to date.

• 59:27Esther Perel?

  Let me ask you something else. You work with teachers who work in school with dire needs. Do you ever discuss that aspect of your work? The real bigger reasons of what's compelling about this year? You graduate at the same time as your mother from college. You are the only one in your family who went to college. This is an important subject in your lives for both of you. Do you ever have those conversations that actually remind you why you're there?

• 1:00:05Speaker 07

  We don't, you know, I'm so glad that you were able to align where our experiences could be similar because I think a lot of times those conversations go into where like, where it appears that we have completely different experiences or think about the work in such different ways. But I think that we, in many ways, we do have experiences that don't differ. In some ways, you know, so much. And it would, I would love to talk about like how we feel and think about the work that we do and how we're still here.

• 1:00:46Esther Perel?

  I want to highlight, as she says, the places where they align, and especially education. Their shared passion for the opportunities that education has provided them and could provide to the many students that they work with. And so I think that the best way to end this conversation is one of my favorite questions.

• 1:01:19Esther Perel?

  What's one of the best teachers you had?

• 1:01:26Speaker 06

  I would say, probably when I was in high school, I had, I was in this AP Psychology class, and he noticed everything that happened in the classroom. And he could tell immediately when I became disengaged, when I would just start, like, I would usually sit in the back of the classroom, and he could tell when I would start to, like, drift off into my brain, and he would just call me back.

• 1:01:54Speaker 06

  And just clearly really cared about, like, the students actually being a part of what was going on in the learning.

• 1:02:04Esther Perel?

  So, a good teacher starts with the teacher you remember. You remember the best and the worst of the teachers that we've had, right? But that, to me, if you had more of those conversations, social justice, training of new teachers, what makes a good teacher? How do you become a teacher that's remembered? What does it mean for these teachers to come out of college right now and to suddenly go and teach virtually? I mean, it's like, weirdest thing they've ever, nobody thought about that.

• 1:02:40Esther Perel?

  Your passion for education, what education has meant for you. To me, if you include those things in your work and in your conversations,

• 1:02:51Esther Perel?

  it will change your relationship.

• 1:03:00Speaker 00

  You just heard a classic session of How's Work with Esther Perel. We are part of the Vox Media Podcast Network in partnership with New York Magazine and The Cut.

• 1:03:11Speaker 00

  To apply with your partner for a session on the podcast, for the transcripts or show notes on each episode, or to sign up for Esther's monthly newsletter, go to estherperel.com. Esther Perel is the author of Mating in Captivity: In the State of Affairs. She also created a game of stories called Where Should We Begin? For details, go to her website, estherperel.com.

• 1:03:47Speaker 02

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• 1:04:25Speaker 09

  Pink Pantheress here. Coach and Spotify are teaming up to bring music and style together, and they want you to be part of it. Grab your friends and head to the Tabby Tour, hitting cities around the country with live performances from special artists, exclusive experiences, and personalized products. And discover custom playlists on Spotify, booked just for you, based on who you are and how you listen. Live your story with Coach. Learn more at coach.com.