A Manager’s Guide to Keeping Top Talent and Stoping Negativity Before It Spreads:

One negative employee can tank performance by 30 to 40 percent. Learn how to tell the difference between realism and pessimism, protect team dynamics, and know when it’s time to let someone go with confidence.

 Last week we talked about imposter syndrome, storytelling, and executive presence with a communication Matt Mosich. This week we shift from the stories in your head to the stories on your team.

If you’ve inherited a high performer who drags down morale, you’re not alone. Many first-time managers avoid action because conflict feels risky and backfilling is hard. Meanwhile, your best people consider leaving.

In this episode, we unpack the root causes behind “negativity” and why not all pushback is toxic. You’ll learn how to spot the difference between a realist who’s trying to protect the team and a pessimist who drains it, how to coach for better behavior, and how to document impact so HR conversations are clear and actionable. You’ll also get three reflection questions to help you decide if it’s time to let someone go.

Key Takeaways
 • Realism vs pessimism: identify intent, not just tone, so you don’t label constructive risk checks as negativity.

 • Coachable or contagious: use behavior impact and willingness to change to decide your next step.

 • Protect the team’s energy: leaders keep culture by addressing harmful behavior early and documenting impact, not just attitude.

 Want help understanding your team’s default styles so meetings stop derailing and decisions stick? Take a quick self-awareness assessment and explore DISC or Working Genius for your team at intentionalaction.net/self-awareness.

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Transcript

Desiree (00:03.788)
You've probably heard the phrase that one bad apple spoils the bunch. And it turns out that is not just a saying. There's real research behind it. One study found that just one negative team member can tank a team's performance by up to 30 to 40 percent. And that's not to mention the emotional toll that it takes on people. Even if everyone is capable and motivated and maybe even passionate, that one negative person can have a huge effect. So what do we do when we have a negative Nellie on the team? What does realism

have to do with pessimism and when does pessimism become toxic? We're going to talk about all of this and more today. We're going to discuss all of the pieces of the puzzle that make up a toxic culture. We're also going to discuss when it might be time to let someone go and how to handle that process with confidence. So welcome back to You're the Boss, Now What? I'm your host, Desiree Petriq, and our goal here is to help you lead yourself and your team with confidence. So lean in and let's get started.

Desiree (01:20.694)
In last week's episode, we had communication expert Matt with us. what I found really interesting about the conversation we had is that it was around imposter syndrome.

Desiree (01:44.63)
In last week's episode, we talked with an executive communication coach about imposter syndrome and the stories that we tell ourselves. But I often find when it comes to management, it's not just about the stories that we're telling ourselves inside of our own heads.

Desiree (02:06.178)
Sometimes it's about the stories we're telling our team. It's about.

Desiree (02:21.238)
It's about the stories that we tell ourselves to stay out of uncomfortable situations. And that is never more prevalent than the question that I got asked this week about negative team members, negative team environments. So the question was, hey, Desiree, I recently got promoted into a leadership role with a new team and I inherited someone who is constantly negative. They are hard to manage and it's affecting the team. They do great work, but it's not a fun environment to be a part of. What should I do?

And a few things that I wanted to touch on first before we go into the what's and how's and the why's. I just wanted you to know that if you are dealing with a similar situation that this is one of the most common frustrations that I see in team dynamics. It's the real reason it's so common.

Desiree (03:16.608)
And the real reason why it's so common isn't because we don't see it. We don't feel it. It's truly just because it feels easier to deal with the negativity than it would be to deal with having to actually overcome the negativity, to having to have an uncomfortable conversation with the person who's causing the negativity, to go through the process of having a performance review or to create a

Desiree (03:50.102)
or to create an action plan going forward. Not to mention the fact that if you do end up letting someone go, there are consequences to their absence. There is work that is gonna need to get dispersed. So all that being said, it is usually easier to keep the negative person because of all of the backlash that comes with letting them go or even trying to help them overcome it. But here's what we don't think about. Here's the piece of the puzzle that doesn't typically come into our head.

We're trying to avoid a negative conversation. We're trying to avoid an uncomfortable situation. And so we keep this negative team member because they are doing a good job. They are doing the work. They are providing to the financial results. They are helping us to meet our goals. But more often than not, the team members who are the good team players, the ones that come in and they are enjoyable to be around and they tend to be

ideal team workers, they have best friends at work because it is something that they actually enjoy doing and they want to create an experience out of it, something that they don't dread coming to every day but actually want to be a part of, that person leaves. Because the negative person on the team has created such a hard environment to be a part of that that person who was making it better despite all of the circumstances now leaves to try and find greener grass on the other side in a different company.

And then what you're left with is a bunch of team members who see a situation unfolding that doesn't appear to be taken care of or even in the process of being taken care of. And they start to get frustrated and they tell the new person who comes in to replace that other person. I know I'm taking this scenario really far, but it's because I've seen it so many times now that it's not even a scenario anymore. It's a real life matter of fact truth that this happens over and over and over again. So

I want you to understand this is common. It's a common frustration that I see, but there are ways that we can look at it a little bit differently that might help us to overcome the situation, that might help us to have more confidence in the way that we interact and deal with this situation. Sometimes it gets to the point of needing to let someone go. I am the first one to tell you that that is the case, but there is a lot that we can do leading up to it. So I want you to understand that

Desiree (06:13.6)
We often interchange words like pessimism, negativity, toxi-tivity. Toxic-tox-wow. Okay. Toxicity.

Desiree (06:33.048)
We often interchange words like pessimism, negativity, toxicity, et cetera, but they are all rooted in different problems. It's important that we as leaders understand where the frustrations that we have and that our team have, and even maybe that individual is having, that's causing the negativity, that's causing us to feel a certain way. And as leaders, it's not our job to eliminate that negativity. I know that it can feel that way. I know that there's a lot of pressure on you to make things better, but...

It's not to eliminate the negativity. It's to understand it, to coach people through it on both ends of the spectrum and to protect the team dynamic. That is the overall goal, because the thing that we don't want is for the team members that we enjoy spending time with and that the other team members enjoy spending time with to leave because it got too bad. I've seen it one too many times. We don't want that. So let's dive into how can we understand the difference in the way that our employee might be thinking about things to create their negativity.

and then we can go about actually fixing it.

Desiree (07:45.624)
I was doing a disc workshop with a group of 30 leaders from a ton of different industries and someone raised their hand and said, I have this really negative team member. I have this person who just is constantly making us feel like what we're talking about is not valid. It doesn't make sense. I feel kind of stupid some of the time because they are constantly fighting back against what I'm saying. My first question to her was, do you know this person's

disc style. If you know me, you know I love a good personality assessment and there is a reason behind me asking this. was not just to sell a disc assessment. I don't make any money on those anyway. But what I wanted to know was if you know their disc assessment and they happen to be a C, this is the compliant, slow to change, very realistic, very set in structure and rules and

an understanding they need to have answers to certain questions. They're not going to just go off a gut feeling. They're not going to just impulsively make a decision. That individual that has that C personality can be really frustrating to people who don't take as long to make decisions, who do want to go a little bit more off of their gut, who want to try something and risk failing at something because they're opposite ends of the disk spectrum.

One is very task oriented. One is people oriented. One is very quick to make changes and the other person is slow. This person with a C personality is likely realistic. They're not necessarily pessimistic. They are realistic in terms of is this going to work? At the end of the day, do we have enough people? Do we have enough money? Do we have enough resources? Is it within the confines of what we're allowed to do? All of these conversations are something that someone with a C personality is likely to bring up in team meeting of sorts.

A realist points out challenges so that the team can plan around them. The problem is, is if we're not talking about personality assessments, if we don't recognize that in this person, we can start to get frustrated by what we see as negativity. We see it as pessimism. They don't ever think anything is going right. They always have something to say. It's never good enough. When in reality, they're just trying to make sure that it's the best that it can be. And that can come off.

Desiree (10:04.61)
really frustrating to someone who doesn't recognize that in them. So again, a realist points out challenges so that the team can plan, so that they can fix them, so they can think about the possibilities. There are, however, pessimists who just point out challenges to prove that success is unlikely. They truly will never think that an idea is a good one. They have a worst case scenario about everything. They will tend to try and fight back with you just for the sake of fighting back because nothing is ever good.

So there is a difference.

Desiree (10:45.39)
between realism and pessimism. Ultimately, you can ask the question as a leader, are they trying to protect the team by being realistic or are they trying to deflate the team or hurt the team by being pessimistic just because that's their nature? There is a huge difference, but if you don't know what that difference is or you don't ask them what their intention is behind something or you don't sit down and have a conversation about who they are at their core and their default preference for the way they go about things,

You won't know that. You're just going to see it as negativity. Like I said, negativity, pessimism, realism, toxicity, they all come across in the same way. And if we don't understand someone's motivations behind what they're saying, it all comes off as negative. It all comes off as something that's going to wreck the team dynamic. So how do we go about this? Number one thing, I'm going to pitch myself here, do some sort of development training with your team.

whether it's disc or working genius, whether it is Myers-Briggs or strengths finders, let me know which one you want to do and I will if I can't do it, I will engage you with someone who can. If you feel confident enough to do it yourself, please go do that. I can't tell you the number of times that teams have just not understood each other. And the second that they do, the second they see someone's motivation behind something, it completely changes their outlook, the judgment, the understanding, the empathy.

It all comes out to play when you understand people. So if this is something you want to do, or if you just want to go see what your personality style is, you can go to intentionalaction.net slash self awareness. That's self dash awareness, and I'll put it in the show notes. But I tell you this again, because it's not enough to just say, OK, you need to leave because you're creating a toxic environment and you're very negative and people don't like being with you. We don't want to lose other people. That's I mean, you know, Minnesota is a

Desiree (12:49.346)
I believe Minnesota is an at-will state, but that doesn't mean that you can just or should go and fire people just to fire them. Usually there has to be lead up, there has to be action plans in place. But even before you get to an action plan, even before you go and tell this person that they are a problem, have a conversation as a team. Help people to recognize certain traits and understandings, get rid of the guilt and judgment around it, and just try and see that there is a difference between realism and pessimism.

With that being said, it's also very common that someone who's an optimist, I will argue to say that I'm an optimist most of the time, whereas my husband is a pessimist, they're very different. They have very different viewpoints on things. So really the only difference between an optimist and a pessimist is the way that they explain past and future challenges. Optimists will see challenges as temporary, fixable, maybe even exciting.

that you get to try something new that you have the possibility to fail and learn something. But a realist will see the challenge as specific and solvable, right? They'll know it's there. They acknowledge it. They know it's possible to overcome, but they're going to go about it in a much more systematic way. And then the pessimist sees the challenge as permanent and personal. It's about them. It is targeting them. It is not going to be even possible to overcome the

pessimist is going to probably tear down the optimist and maybe even the realist with their negativity. Again, I'm just trying to get you to see that there is a difference between all of these things and they're all rooted in different conversations and problems and mindsets. So when a project fails, just again, to help you understand the difference between these people, you'll start to hear it in the way that they talk, in the way that they bring their energy, in the way that they talk about future and past examples.

a project fails, say you're working with...

Desiree (14:57.612)
you're on a product team and the project fails, an optimist would say, we can learn from this. What can we learn from this? How can we do it better next time? A realist will say, here's what went wrong. Here's what we can control next time. Here's what we need to pay more attention to. And a pessimist will say, this always happens to us. Why me? Why do I even try? I don't understand why I bother. Let's not, let's just totally scrap this. It matters to understand where someone's motivations are coming from.

Desiree (15:32.622)
So as the leader, what is your responsibility in this? Why am I telling you this? Why am I trying so hard to get you to understand the difference between these things? It's because when we start to feel that negativity, when we start to have employees coming to us and telling us this person is causing problems, I don't want to be here, it's a toxic environment, our employees always see things before we do. And maybe even if we see them, we kind of just brush them off because if an employee hasn't come to us, maybe it's not that big of a deal.

by the time an employee comes to you, it is a big deal and you do need to address it. I understand that with different HR policies within your company, you may or may not be able to tell your employees that you're dealing with it. That's why I always suggest a workshop of some sort or a conversation as a group because then they know that you're addressing it maybe without directly addressing it so that you can get everything out onto the table. Everyone's on the same page. They see that you're putting time and attention.

into the conversation and it's not going to look like you're just totally avoiding the problem, even if you're not allowed to say out loud that you are working on the problem. So through a leadership lens, I want you to ask the question about this individual. Do I have a realist who is trying hard to help us reach our goals and they're just misunderstood? That's why other employees are frustrated by them. Or do I have a pessimist who is truly draining the group and probably needs to go?

Which do you have? There is a huge difference between the two. There is the realist who can probably overcome their what people would see as negativity because they can start to see other people's point of view. They can change their verbiage. They will overcome it in the effort to have a really good team dynamic. They want that too. Then there's the pessimist. There is the person who's constantly causing drama with gossip or just constantly shooting down ideas. People get

bullied, maybe not directly bullied, but bullied out of talking. You sit around a conference room table, you have a desire to share an idea, you're excited about it, but the pessimist shoots you down every time. So eventually you just stop talking. That is what will happen when you have a pessimist on your team. And most of the time that can't be fixed. It is who they are in nature.

Desiree (18:01.334)
You can also distinguish it with this question. Ask yourself, is this person coachable? When I do try and talk to them, do they respond with feedback? Are they willing to try? Do they tell you their struggles? Are they willing to be vulnerable with you? Or is their negativity contagious? Are they resistant to any sort of feedback do they have? Do they smile at your face, but you hear later that they were mocking your attempt to try and make them change their way? Are they spreading negativity? Are they draining everyone's energy?

There's a difference between someone being coachable and being worth your time and energy and investment to try and bring up and to reintegrate into the team in a positive way and someone who is contagious, who no matter how hard you try is just not able to be budged. There is the signs of toxicity. So here would be a couple of signs if you've moved from this negativity, possibly fixable or it's just you're in

toxic now and you need to figure out a way to move on. This person will constantly reject solutions. They prefer to stay inside the problem and stay negative about it. Negative about it. Their attitude is constantly affecting everyone else's morale. People don't seem as happy to be there as passionate. They stop talking in meetings. They seem very nervous. They're no longer willing to be vulnerable. Other people are starting to avoid this one person, which probably makes the situation worse.

but who wants to be around that kind of energy in the first place? And then you're also probably going to find that you as their leader are spending more time managing their mood than what it is that they're doing at work. We've already discussed that they're probably pretty efficient. They're doing their job as is laid out in their job description, but you're probably spending a lot of time managing their mood and their effect that their mood is having on everyone else. That is how you know that it has moved from something that is potentially fixable to

a toxic environment that needs to be addressed immediately. Do not wait. Do not.

Desiree (20:12.844)
Now, I will never pretend to be an HR mind. My mind doesn't work that way. But here, having worked with HR managers on situations when I've worked with teams who have this toxic person who really needs to go, here's something I will say. Don't just document their behavior. Don't just say they were negative. Don't just say they spoke over someone in a meeting. Don't just say common overall things.

I need you to document the impact that their behavior is having. Their comments are consistently shutting down brainstorming discussions. Their inability to have a consistent energy is causing people to be scared to walk in the door on a Monday morning. don't know, whatever, insert whatever impact it's having on your team here. This makes the feedback actionable. It makes it something that is actually affecting your team and it's not personal. If you say that someone is negative, that could be a...

personal vendetta that you have against them. It could be, you know, personal to you just not liking that individual. But if you document their impact that it's having on the team, on the productivity, on the overall hitting of results, on the ability to have trust within the team, that is actionable.

Desiree (21:42.36)
Since rebranding this podcast to You're the Boss Now What, I have heard multiple people say, I'm not in a leadership position yet. I love the content here, but sometimes it feels really hard to take action on it because I don't have authority. I don't have employees that I can manage. I'm just one of said employees. So I'm going to do a little segment here called If You're Not the Boss Yet. Essentially, why is it important for you to still engage in this conversation? First off,

This section is going to be for managers. I want you to understand and to be able to get into the head of your employees. I need you to listen to this particular message with empathy. This is how your team feels when negativity by one individual or by two individuals goes unchecked. A leader's silence is often interpreted as approval. This is why I said it's important that you not just let it, even if you are dealing with it, even if you are having meetings with this person.

even if it's on your mind 24 seven and you're constantly thinking about how to make it better. If you're being quiet about it and not investing the time and energy and trying to make it better, your team feels like you approve of the situation and that you aren't worried about changing it. This is when they go start to look for other jobs. So that's why this particular section, even if you are the leader, is important. But if you're not the boss yet, even if you don't have authority, you still have influence. You still have influence in this situation.

It's so cliche to say that everyone is a leader, but it's true. Leadership is just influence and you still have that even if you don't feel like it. So the first thing that you can do is start by protecting your own energy. Ironically, the last three episodes have been about energy. They have been about how do you make sure your work and your home and your health life are impacting the way that you show up at work. So go back and listen to those episodes if you have any desire to manage your own energy.

Don't engage in the gossip or venting sessions. Make sure you get enough sleep. Make sure you're taking in the right type of food to keep your energy sustainable throughout the day. All of these things are important.

Desiree (23:53.538)
You can also set boundaries around negativity without fueling it. So when someone does come to you, when that negative person does come to you and starts complaining in a very pessimistic type of way, right? They're not trying to be, they're not trying to fix the situation. They're not trying to come up with a solution. They just want to be negative about it. You can say something like, I can see you're frustrated about that. What can we do about it? You can try and start the conversation, even if you feel like your leader maybe isn't doing that. Even if your leader isn't taking the initiative you want them to.

you can start that conversation. You can redirect the conversation towards solutions. You can model the culture that you want to be a part of. This is why my keynote, From Good People to Great Teams, is so important to me. I think it's one of the biggest conversations that we can have is how do I as an individual, even if I'm not a leader, even if I'm just an employee, I said that weird, even if you are an employee and not technically having authority over anyone, you still get to model the culture that you want to be a part of.

And that just comes in with the way that you show up, with the way that you treat other people, and by the way that you lead yourself.

It's a mini section on what can you do as an employee if you're not the boss yet. But it is something that I want you to understand either if you are the leader or the employee that it's important that you not tap out, that you not completely give up. If you do decide to leave because the situation has gotten so bad, don't just leave. Okay. Tell your boss to have it all on file. Give a honest and compelling exit interview, even if they don't listen.

you won't leave feeling like you didn't do all that you could do. So please, please, please do the exit interview. That's one of my biggest complaints about some of the leaders that I've worked with in the past is people, good people, good, really productive, kind people will leave and they don't do an exit interview. And I'm like, why, why, why? But OK, I digress. OK, here's the last piece of this conversation before we wrap it up. It's getting a little long. But before we wrap it up, I promised you that I would tell you when is it time to let them go?

Desiree (25:57.932)
and how do I handle it with confidence and grace? Well, not every negative person can be coached into positivity. I always am an advocate for trying to coach teams to understand each other. I'm an advocate for trying to coach individuals into becoming a better team player, right? But sometimes it's not possible. Sometimes the best move is protecting the culture. And that means that a person has to be let go. And you're not being harsh. It just means that you're leading with clarity.

about where it is that you want this team to go and they're not helping you to get to that end result, it also means that you're leading with compassion. Yes, you might not feel compassionate towards the person that you're letting go, but if they're that negative, they're probably not in the right environment anyway, and it's affecting everyone else. You are leading with compassion in the way that you do it and in the fact that you are trying to help them to get into a better situation than they currently find themselves in. So the study that I referenced at the beginning that a negative employee can

have up to a 30 to 40 % impact on the performance of a team. It shows that just removing that one toxic person can completely improve performance. I recently worked with a group for several months and when we wrapped up and I said, what was the biggest impact over the course of it? And I should feel a little bit bad because nothing that I said was necessarily the thing that did it. But one of these somewhat negative employees left.

on her own accord just because of the conversations that we were having each time. And that was the thing that most of them referenced that when that one person left, it made everything better. And it just goes to show you that that one toxic person removing them can completely improve performance. So don't wait too long. you get nothing else from this episode, don't wait too long to make that change. But here are a couple of questions that you can ask yourself before you let them go. Before you go into this conversation, knowing that

You have done everything you can. Here are three reflection questions I want you to ask yourself. Have I given clear feedback and support? I made the huge mistake when I was a first time manager of being frustrated by an employee's negativity and spreading gossip and constant pessimism for months and months. And one day I brought her into my office and I fired her and I regret it to this day because if I would have asked myself this question, have I given clear feedback and support?

Desiree (28:25.13)
Absolutely not. I had not given any feedback up until that point. I knew the effect that it was having on employees. I was constantly having employees coming to my office and telling me about this person, but I didn't put in the effort to give this person support and feedback through the process. I didn't know if she was coachable or not because I didn't try and she was fantastic at her job. And I look back on this still to this day and question, would she have been coachable if I would have taken the time?

If you know that you've done everything that you can, if you have given them the feedback, you've given them the support, you've tried to coach them through it and it still didn't work, this is going to give you some of the confidence that you need in order to let them go. Second question, have I defined the impact of their behavior? Have you written it out? What is this negativity doing in regards to the actual functions of the team? What have you told them? Have you said,

Your negativity, your constant interrupting in meetings is having this effect on the team or whatever it might be. That is something, again, you can't say that they didn't know. Give them that opportunity to know the impact of their behavior. Write it out so if anything happens, if anyone questions why you decided to do what you did, if you do let them go, make sure that you have it written down that the impact of their behavior was affecting the team in a certain way.

Desiree (29:56.194)
And the last reflection question, this is in my opinion, the hardest one because most people will not necessarily know the answer to this. But the question is, am I keeping them for their potential because you think they can truly get better and you have belief that they are needed on the team? Are you keeping them out of guilt because you feel bad for changing someone's life essentially, right? They lose a job and it will change and uproot their life a bit, maybe in a good way, but.

you probably feel a little bit guilty about that, or are you keeping them out of comfort? Is it because it seems like it would be hard for you to lose them, to have to replace them, to have to deal with letting them go and feeling uncomfortable, to having to explain to the team why it happened? Are you keeping them for potential, out of guilt, or out of comfort? Answering that question, and if you answer anything other than potential, you've probably waited too long. If you can still see potential in them,

that might still be worth having the conversation of keeping them. But if not, it's probably time to let them go.

Desiree (31:02.538)
Let's recap this conversation. It got a little long, but this is one of the most common questions that I get. And I have yet to work with a team where someone hasn't either left because they weren't willing to make the changes that we were trying to impart with our workshops or our group coaching or whatever. And.

Desiree (31:38.19)
So I want to leave you with this one thought. This one thought. Every leader's job is to protect the team's energy. It is your job as a leader. A people who leads people, okay, that was terrible grammar. A person who leads people within a human-centered leadership type environment, it is your job to protect the team's dynamics, protect the team's energy. And culture, this culture conversation that we all want.

It's truly just the sum of what you allow. If there is a negative experience happening on your team, I want you to ask yourself, am I allowing this by not putting in the time, energy, effort, investment, whatever it looks like to overcoming it or helping my team to overcome it? That's all I have to say about that. If you want a full recap, go back and listen to the episode. There was so much said, there's so many distinctions made, so many mindset shifts that needed to happen throughout this episode. So go back.

Listen again any time that you're feeling frustrated, any time you don't know if you're making the right decision on keeping someone or letting them go. Go back and listen to this episode. If you enjoyed what we have to say here, please, please, please go and leave a five star rating and review on Spotify. It's the three dots at the top. Hit rate this show on Apple. You scroll down to the bottom, hit leave a rating and review. I see them come in on a daily basis and I'm just so thankful for them and they make my day every time.

So I would be very appreciative if you could do that. But I want to challenge you with one more thing leaving today. I never want you to leave feeling like you don't know what the next step should be. So when you leave here, when you turn this podcast off, I want you to look at your team. Who is influencing the energy? Is it a good influence?

Desiree (33:30.126)
or is it a negative influence? And if you're not the boss yet, ask yourself how you are showing up in that dynamic. Make sure, we didn't talk about this, but make sure that you are not the pessimistic person that is causing any of these frustrations for the leaders or your teammates. Because whether you're leading five people or none or 100, you do have the power to shift the tone. You do have the power to use your voice. You do have the power to be that person on the team that makes a difference.

because leadership, whether you're technically leading people or not, is a privilege to be in that position. But as we heard in this episode, it's also a really big responsibility. And you're the boss now. So what are you gonna do with it?

Desiree (34:39.596)
In the next episode, we are gonna be talking about team dynamics. If you struggle with any sort of team dynamic, go to.

Desiree (35:03.128)
This episode was all about how do we handle the one negative person on our team without losing our ever loving mind. Next week's episode I'm really excited about because this is why I have a job, getting called into workplace drama and helping to turn it into team trust. So I'm gonna give you my behind the scenes thought process and some tips and tricks on how to go from a team that has some drama, that has some conflict, that has a little bit of those negative team dynamics.

and turn it back into trust. So make sure you stick around, hit the follow and subscribe button so you don't miss next week's episode. And just remember that whether you are leading a team of five or none or a hundred, leadership is a privilege. But it's also a really big responsibility and you're the boss now. So what are you gonna do with it?