Is tomorrow morning, I will be running a half marathon my first time trying something like that. Oh, that's right, I think you mentioned that the last time we were we were all together, that you were trained for it. Now the time has come. Oh, well, good luck. Good luck. Alright, everybody. So here we are the week before a long holiday weekend. And before I get officially started here, there's couple things I wanted to alert you to, so let me get this up in front of me. There we go. And so because the next Coffee Chat is scheduled, actually on Fourth of July, we're not going to do that. I'm going to give myself and everybody else a day off from this, but we are going to have an off week. So those of you who are who have been longtime participants of the coffee chat recognize that term. So it's an off week coffee chat that we're going to do next week, so the week before the Fourth of July, and that is going to be all about getting middle manager buy in. And I think, you know, we think about middle managers, they're the roadblock, or they're the champion, either way, a middle manager can kill your learning initiative. So how can we get them more engaged earlier and more fully. And so that's what we're going to be talking about next week during our off week chat. So that link for the registration for that particular chat, I just put in the chat box. Then also, here's a separate one for you, the quarter three. I cannot believe I'm saying that q3 schedule is up, and so I just put that link into the chat. So, as always, if you just want to, you know, tick all of the boxes and register for all of them, that's fine, because you all know the drill. If you read, you don't need to attend them all. You don't need to attend them live to get the resources. So as long as you register, you get the video and everything else that goes with it. So just feel free to go ahead and register for, you know, the ones that you like, or for all of them, and just mark it in your calendar. Great. And so for those of you who are just joining us, we are, I've placed a couple of things into the chat. The first one is our off week Coffee Chat, which will be next week in place of the July 4 coffee chat, and then also for q3 q3 coffee chats, I should probably differentiate that there go. There you go. So now you've got those links, and they will be available in the resources afterwards. So now let's rock and roll this shall we? Let's get started. Let's talk about creating psychological safety in the workplace. And so now, to make it official, welcome everybody to the learning rebels Coffee Chat. I'm Shannon Tipton, the owner of learning rebels, and the moderator of this fabulous bunch of people that show up dedicated every week, every other week, to have a conversation, and today's conversation is about psychological safety. Now I wrote a blog post yesterday, sent it to you in yesterday's email, and I will put that in the chat for you, for those of you who might have missed it, there we go, and it's the five mistakes that we make when it comes to psychological safety, especially in a classroom environment. And that could be a classroom environment, meaning virtually or or in live in person. You know, there are some things that we do that are very much unintended, that we really don't think about, that can enhance the learning environment for our people and the five. Just for your information here, the first one that I wrote out was, excuse me, the first one that I wrote out was assuming that the hierarchy disappears in the learning environment. And I that I felt strongly about because we often think about. Hierarchy in the learning environment, as you know, you've got a boss and you've got somebody who reports to them, right? So when we think about that sort of hierarchy, but there's also a peer hierarchy, you know, there's organizations have cultures, and those cultures, you know, those cultures really do mean something. And so it could be that you've got a long term employee and a new employee, and that new employee is going to, you know, kind of let that more tenured employee have a larger voice, just because they feel as though they've earned it, and maybe they haven't earned it, right? So you have those sorts of dynamics that work when we're talking about psychological safety and that particular instance. And just really quickly, the other ones were mistaking compliance for engagement, treating all mistakes the same way, ignoring social dynamics beyond the classroom, and lastly, underestimating the power of the virtual and physical environment. And so those are the five mistakes that I've outlined, and I'd love to get into a conversation now about the ones that you feel you know really resonate with you, or if there's something else that I've left off the list. So Valerie, you have a very recent story about the hierarchy issue. So Valerie, share it. Okay, I want to do this without oversharing. And sorry I can't get my video to work, and I don't know why I took training from the back of the room over the last two weeks in a virtual setting facilitated by two people at my employer who are it was fantastic, fantastic class. Even as a long term instructional designer, I got tremendous benefit from taking this class. I was really skeptical, so I just have to put that plug in there. My manager was in the class with me, and I'm going to add some context to this, because I think this is something we don't think about very often, but we're starting to think about it more and more. So I disclosed my autism to my manager at the beginning of last year, and nothing has gone well since. It is awkward. She said that I hadn't changed as a person, but she has done nothing but treat me differently. So ending up in a one on one breakout session with my manager was uncomfortable, but also right after a one on one which she gave me feedback that did not match my actual experience and didn't give me a way to solve it. Being in a breakout room where I had to speak in front of my manager put me in such a state of anxiety that I had to pass, which is something they let you do in training from the back of the room, thank goodness, but that is a horribly stressful situation and in an otherwise perfectly delivered wonderful class, but it really impacted my experience, and that was This Week, so it's happening right now, yep. So see the dynamic behind that? That's why I shared the extra piece of information, we don't know what's going on for people we really don't. So we have to create a situation, a space, where they can truly navigate and make their own decisions about how they engage. First off, thank you. Thank you for sharing that. I appreciate you putting yourself out there. You know, Valerie, Valerie and I have known each other for a while, so thanks, Val and you know, you make such a great point because we don't know what's happening, and that's part of one of the mistakes that I do outline is that we have a we have a tendency just to treat the classroom like a classroom, assuming that everyone's going to get the same experience because we're facilitating it and whatever experiences that we have planned. So we assume that everyone's going to have that same sort of experience because they are simply participating, but that sort of, you know, the information that you're sharing shines a light that not everyone is experiencing things the way that we intend, or the way that they think that they are, you know. So Val, just ask you, if you were to, if you were the designer of that, what would you have designed into that program that might have made a difference?