Kelsi Johnson

Absolutely a muscle we have to flex intentionally

Burnout is about feeling constantly overwhelmed and undervalued. You can set the tone by "leaving loudly." this means openly communicating when you're logging off or setting boundaries. It's about normalizing work-life balance. Instead of sneaking out, say, "I'm wrapping up for the day to walk my dogs. I'll be back online tomorrow." End meetings with, "Great progress, team. Let's pick this up tomorrow. Everyone, enjoy your evening!" This gives implicit permission for others to log off too. Remember, your actions speak louder than words. If you're sending emails at midnight, your team will feel pressured to do the same. By "leaving loudly," you're not just preventing your own burnout – you're creating a culture.

Dominant team members might not realize they're overshadowing others. They could be compensating for lack of in-person interaction, passionate about work, neurodiverse, or have different levels of emotional intelligence. Actively seek out quieter voices: "Sarah, we haven't heard from you. What are your thoughts?" This includes everyone and signals that all perspectives are valued. Create opportunities for asynchronous input. Some might prefer sharing ideas in writing or need more processing time. If these don't work, approach the person directly with neutrality to avoid defensiveness. Ask how they'd recommend encouraging more participation from others. This positions them as an ally in solving the problem.

Get curious. When we become curious, our focus naturally shifts from 'who's right?' to 'what's right?' It's not about winning arguments; it's about finding solutions. Plus, it creates a space where everyone feels psychologically safe to contribute. That is crucial for team health and for collaboration. I recommend asking open-ended questions. Instead of the back and forth, try asking, "What is it about solution A that is the biggest concern for you?" or "Can you explain to me what you mean by ____?" This should freshen the conversation up with new language and bring clarity. Also, you might be surprised at the solutions that pop up when people feel heard and valued.

When I have to schedule inconvenient meetings for folks across time zones, I rotate the timing so that each time zone takes a turn sacrificing. This builds better collaboration by treating everyone with equal respect.

When possible, I have found that teams do well with at least two shared core hours a day when you know you can have meetings or calls for difficult or cumbersome things.