Leaders: How to get stuff done as a team without having to do all the stuff
In this episode of Lead the Room, the hosts explore the evolution of leadership and how modern leaders must adapt to create supportive, high-performing teams. They dive into the challenges of balancing micromanagement with autonomy, emphasizing the importance of building trust, accountability, and focus to achieve team goals. Practical strategies for fostering accountability, celebrating wins, and improving transparency in team dynamics are discussed, alongside the impact of small leadership adjustments for long-term success. The episode concludes with reflections on how leadership growth and team culture drive business results.
Key Takeaways:
Leadership Must Evolve to Meet Team Needs: Adapting leadership practices to create autonomy, build trust, and foster accountability leads to higher-performing teams.
Clarity and Focus Are Crucial for Success: Clear goals and transparency enable teams to align efforts and deliver results while fostering collaboration and morale.
Small Leadership Changes Make a Big Impact: Small shifts in leadership behavior—such as celebrating wins, prioritizing trust, and promoting transparency—can significantly improve team dynamics and productivity.
This episode offers valuable insights for leaders aiming to evolve their practices, create accountable teams, and drive better business outcomes through a supportive team culture.
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Full transcript
LeadTheRoom (00:00.48)
you
LeadTheRoom (00:07.63)
Welcome to the Lead the Room podcast, where we help those with great ideas and brilliant minds to become amazing leaders and build teams full of purpose, connection, creativity and courage, transforming people's experience of workplaces and leadership. In 2018, we decided that the leadership playbook we saw around us wasn't working for the needs of our teams and our organizations or frankly for us. So we ripped it up, built a new one and watched the incredible impact that came from leading in a completely counter-cultural way.
This journey transformed our experience of work, team culture, delivery and felt so so good to us. And our approach has served us and our teams in the good times and the tough times alike. So now we're here to share our stories and experiences with you all so you can become the leader you want to be. Build teams that deliver amazing things in amazing environments and inspire those around you to do the same. You and your leadership are what our workplace and people desperately need.
we'll be laughing, crying and learning together. So let's get started. Briony, take us back to your first leadership role. Did you want to try and do absolutely everything? Listen, I still struggle with this Lindsay. Yes, absolutely. Like how long have we known each other? Why is this even a question? Like, of course, of course I did because...
I've never met anyone more productive or efficient than me. And so I'm like, well, if I can do it, I should be doing it. I should just get it done. Like I can do it quicker and exactly the way I want, exactly in like the right way that I want it, like lined up, you know, with all the other things, can do it all myself. I don't need anybody else. I'll just crack on and do it. Yeah. A hundred percent. And how, obviously we'll come on to this, this episode, this podcast is speaking about kind of
exactly what we shouldn't be doing. And we know that, but how did that feel like the first time that you maybe somebody said to you, not all for you to do, Bryony, this is like a bit of a team effort. Do you remember how that felt? Well, I guess I felt uncomfortable, you know, but it made me think, well, just because I can do something, should I do it? And like you said, like what's the impact on the team of me doing all of the things?
LeadTheRoom (02:33.046)
and taking that responsibility away from them. Like just because I can do this process because I used to do it in another role, does it mean that in this role now I should still do it? And so it really, it may be uncomfortable, but not in like the kind of way I want to ignore, but in the way that like, you know, the way that draws you into curiosity, like, huh, maybe I could be doing things differently here. I didn't even realize there was another way.
So when I think back to that first kind of being prepared to be a leader or that kind of first courses and things we went on, I remember obviously that the buzzwords about being a micromanager or giving maybe too much autonomy that you were pretty much an absent manager. But in terms of like that is a sweet spot to find that kind of balance. And I don't really remember anyone ever kind of helping me or guiding me to find that spot. That was just a
go and find it out and if you can you figure out kind of well done type thing, which is why we probably in our experience and all the people that we've worked with and organizations, you see a lot of this, don't you? And the balance is really hard to find. Yeah, I completely agree. And I think that when I think back to those early role models I had, I can really think of very few examples of people who did find that sweet spot, who didn't like completely abandon me as a member of staff and say like, right,
do these seven things over the next three months, get on with it, see you in three months. Or who was like on me all the time, like where's the update, what's going on? Or stepping in because I wasn't much like myself. I wasn't doing it in the way that they wanted or whatever. And so I just feel like I didn't really have models around me to look at and to copy and to emulate. And so I guess,
A question that I wish I'd asked much earlier in my career is how do I create a culture in my team where this group of people can accomplish like all the things that we set out to do in a really fun and a kind of productive way, but without me having to take on all of the responsibility for doing it without me feeling like almost crushed under the weight.
LeadTheRoom (04:53.238)
of accountability because I'm not sure on any given day if the things that actually going to be delivered that I've said to my boss and to my team, like my seniors, these things are going to be delivered. Yeah. And that is hard because it almost goes against, I think we were similar, Briony, when we first started out in our leadership careers, like I was definitely told that your role as a leader is to kind of be that buffer. You are that person who kind of shields the team from
all the other rubbish that's going on, all the kind of corporate stuff, the stuff that's not their focus, not their day-to-day job. So you are that buffer. So you're kind of shielding that from them. But also that immediately creates this kind of relationship that's almost like a parent-child, like, don't worry, I'll protect you from all this stuff. So instantly you're not even treating them like adults, are you? Couldn't agree more.
And I think this is one of the biggest mistakes that I see in the workplace is that hierarchy and roles of like, know, seniority, people like adopt this like parenting approach to their staff. No, these people are adults. Like I don't want to be treated like a child myself. And I don't, I am expecting you to adult yourself when you come in the door, right? Like if you say you're going to do something, you do it. Like I've got my kids at home and they're wonderful.
But I'm not expecting to have sharp as your work, mum. I do not like being made your work, mum. No, and it's so true. I think linked with that kind of that being that buffer and protecting people. Another reason that people often go to that micromanagement bit and doing it all theirself is because we don't trust the people in our team. Yeah, that's huge. Yeah. And that's you, Brian. yeah.
I'm telling you, yeah, exactly. That's why I still like, you know, I'll do them all of the things because I'm like, I just want to get it done and then I can take it off the list and I can trust it. But is that, but is that a trust in ability or trust that it will just get done? these days it's much more about just want to get it done. Like, you know, I love taking things off the to-do list, but I think more commonly, like you say, in workplaces, you know, you see these leaders who just don't really, don't feel able to trust that their team are going to
LeadTheRoom (07:11.79)
come through on the commitments that they've made to them. And so I think that's what we're to explore today, isn't it? It's like, how do you really have this discussion about goals and accountability in a way that really is not just about KPIs and like, did you hit this quarterly indicator? like, I was going say who cares? Obviously we care. Like you should hit your quarterly indicators.
But if that's all you're focusing on, you're missing out on so much more of the conversation and so much more for your team, because the framework that we've got is much more about, you know, build this culture of goals and accountability to drive purpose, but also use it to drive connection and creativity and unlock courage in your team. And so the framework that we've developed is much more about taking a holistic approach and finding that real sweet swap between...
not being the micromanager, not being the absent manager, but being like the leader who allows everyone to show up as adults, take responsibility and have team accountability between you all. So you're all pulling equal weight to get things done. Yeah. And I definitely think if Bryony and I look back across all the teams that we've worked with, the leaders that we've worked with, that common thread that we can absolutely see through those teams who do, they do deliver, they're incredibly accountable to each other is
that sense of collective responsibility, right, Bryony? That they all, no matter who you go to in the team, whether it's the team, like, no matter what your role or responsibility in that team, they all tell the same story about what they're trying to do, but also why they're trying to do it. Like, that is so, so important. That connection between what you're doing and why you're doing it. The clarity and the focus that leads to accountability within their team is huge, but also it is...
It's also that connection. Like you said, Bryony, this is not just about, yes, they get the outputs, yes, they get the delivery, but this is about building that connection because they are all feel responsible. There's no parent child. is that equal responsibility, right? Yeah, just thinking about that, Lindsay, and taking it a step further, like how can people be accountable and responsible for delivering things if the goals aren't clear?
LeadTheRoom (09:30.59)
So if you haven't set them up for success or you haven't set yourselves up for success as a team by being really clear on what it is that you're trying to do, where it is you're trying to get to and how, like how can people be responsible? And so, you know, I was really thinking about this time when I took on the leadership of this team and it was kind of coming out with a pandemic and we get together.
And I say like, well, what are we all working on? Like what's our shared purpose? What do you think that you are responsible for over the next quarter? And like, none of them could give me a clear answer. Like their focus was pulled in 10 different directions. They all had really big and really busy portfolios responsible for a lot in and of themselves. And, you know, they're just, they're too stretched over too many things. So of course they weren't really delivering any...
big impacts because they had no focus, they had no clarity. So then the other thing was that they were all working as individuals. So each one had the focus for their priority in their bit of the portfolio and they were really working in silos. And none of it was like, you know, competitive or like intentional. It was just like, they needed something to control, to feel safe that like, okay,
I at least feel like I can do a little bit of this thing. This is how I'm going to create safety for myself by just like working on my own against this broad set of things, like tactically answering the emails or doing projects that people ask me to do or whatever. But that's so common, isn't it? Right. Yeah, so common. The amount of times when I will have said to people, like in their team, like, you're sat next to Bob. what does Bob do in your team? I'm not sure.
Yeah. What do mean you're not sure what Bob does? Like you should always... But how often does that happen? And probably some of our listeners are thinking, yeah, actually, I don't know what Gail and my team does. Like what does she do or what is Bob doing? Like that's mad. Yeah. But like you say, so that what your experience there is not unique, is it? And perhaps no fault of those individuals? No, absolutely not. It's like a fault of, you know, it's a fault of leadership and a fault of like, you know, the team like design, right?
LeadTheRoom (11:50.508)
And so the first thing I said to them is I got us all together and I was like, right, none of you really know what you're doing. Like I've just joined. I'm also not a hundred percent clear either. So let's just figure this out together. Let's each pick three things that we're going to focus on. Give ourselves some measures of success of like, what definitions have done, like what done looks like at the end of three months. And let's just do those three things each. Let's think about how we're going to support each other. Now.
They may not be the right things. We may get to the end of the three months and we find out like two out of three were not the right things, but at least we will have found some focus, found some purpose, and we'll be working together to deliver those things. It's a start, right? And you've got like, with this kind of stuff, if you listening are in your situation as a leader, you just got to start somewhere. Like don't aim for perfection because you won't get there. Like this is an iterative process. That's really what I took from that experience.
Definitely. So I'm just interested as well in terms of like the reaction that you got from your team, because you're a new leader rocking up to you and going, none of you know what you're doing. Like I would be like, there's a part of me, I think in my values as well, that'd a bit defensive, like, I know exactly what I'm doing, excuse me. But it's not a criticism of them. Like you said, this is a failure of process of leadership of any kind of system in place to give these people purpose, which like we've spoken before, like
without a purpose, pack up and go home. Exactly. And I think it wasn't sort of saying it to them in a sense like, you don't know what you're doing. It's more like you've all said to me that you feel confused. You've all said to me that you don't know what your priorities are. Like, let's figure this out together. So it's really coming in as like a guy, a coach, you know, a mentor alongside them.
being supportive and present for them when they need you, but not being overbearing and definitely not like, you know, calling them out or anything like that. And I think that really helped them open up and be like, yeah, I am confused. Like, please help me sort out this confusion. Let's sort it out together. Yeah. And also by you saying, look, I'm new, I'm not really sure what I'm doing here. I'm confused. You're immediately building that connection, aren't you? Yeah. Yeah, exactly. So again,
LeadTheRoom (14:14.05)
You've got that kind of, your focus is absolutely about what your outputs, what you were trying to achieve, but there was such an amazing opportunity there to build that connection in that moment. Love that. Okay, so, Bryony, that's a wonderful example and it all sounds great, but for listeners thinking, okay, I want to do that, I'm in exactly that position, it's a bit of a mess, but again, how do I start to do this? Kind of guide me through it, then.
We have got in our 90 day leadership refresh pack that you can download. If you rate and review our podcast here, then we will send it to you for free. And it's full of amazing stuff to guide you through this. And it will take you that step-by-step approach for you to apply this for whatever problem that you are facing with your team at the moment. Yeah, exactly. Like it's got a whole guide of like what you want to do before, how you review performance and quarterly goals as a team.
how you set up goals for the next quarter, how you're going to follow up afterwards, guiding you through every step of the way. So yeah, do go, if you want to rate and review the podcast, we're going to send you it for free and it's an amazing resource. But let's get into some practical advice for people who haven't downloaded that right now, Lindsay, like what are the things they can take away and put into practice this week with their team to start building that culture of accountability and bringing focus and clarity to their team?
So there's some really quick wins, Brian, you're out there. And I think if you, if you listen to our intro episode for this podcast, you'll know that Brian and I said that we absolutely see leadership as something that should be fun. Leading a team should be fun and that kind of playful experimental approach that you can bring in. And this is exactly what you can do with this work. This hasn't got to be hard, dry, accountability, KPIs like Brian said, they are important.
But it can be fun. one really quick thing you can do is in your team meetings, bring in like an approach that gets everyone in the team to share a win and war of the week. So something that they're really celebrating, something that maybe hasn't gone so well. Instantly that opens the floor. It creates that space, Briony, doesn't it? To have that accountability. So everyone is sharing something. You're moving away from that creeping death of that meeting. Everyone shares something.
LeadTheRoom (16:28.11)
which turns into people justifying their jobs, which no one cares about. People are focused on again, what's gone well, but also what's not gone well. And we're all sharing and creating that. And it removes that kind of feeling of the leader asking that, being that kind of micromanaging, but what are you doing, Briony? What are you doing, Lindsay? And it really serves as an opportunity to build that connection. Because it's amazing what people share. It gives you an opportunity to share a bit about yourself as well.
You get to learn about people in your team, people potentially could be a bit vulnerable in that moment, particularly with the walls, something they might not have shared, particularly in that forum, had you not created that structure and that environment for them to do that in. When we're speaking about it, some of these things are really basic. They're not difficult, complex things, but as Briony says, you've got to start somewhere. And this is a great one to start on, isn't it, Brie? Yeah, exactly. And what I really like with this is that...
then you have that conversation, you share the win, you share the woe. And then next week, when you bump into the staff member, you can be like, hey, like you said you were going to follow up or you said this thing, like you can follow up in some way or like, you said you were struggling with this part of the project. Like who else could help you with that? And again, that way you're leaning in to support them as a leader. You're not micromanaging, but you're also just introducing that bit of accountability. Like you trusted me to share this information.
with me, I'm now following up to make sure that like I'm supporting you to deliver in the best way that you can. So I really like that. Yeah. What about another one, Franny? So I think the next thing that you can do is to really make sure that you're talking about goals in your one-to-ones and there are a million.
Goal setting templates on Canva and on Google. Like you can go and Google them on your own time. But what we're really talking about here is the conversation around goals, the conversation around the projects that your staff member's doing and how you have it. So really talking about and making space in your one-to-ones for like what
LeadTheRoom (18:36.14)
What are they finding hard with this project? Like where is the growth for them? And you can even phrase it like that. So it's not like them feeling like, gosh, I don't want to share that actually I'm really struggling with this. You could just ask them like, what are you finding stretching? In the last week when you've been doing this work, like what have you learned? And then that way it's like an easier way into a conversation around like, I can maybe hear that you're struggling with this. What do we do to help you get back on track?
And again, that is all just building in accountability, but also support to that staff member to deliver the thing that they said they wanted to do. And let's face it, like they probably do want to do it. They just may be having some struggles doing it like we all do. definitely. And I think the third one that we can leave you with is around sharing. And I think this one really kind of speaks to me with kind of generosity being one of my values, because I just think...
Again, one of the things I really hate is people holding on to that information. So we create these goals and they get stored away in some corporate website and people visit them now and again. But no, no, they should be shared. Everyone should know what the next person on their team is working on and what they're trying to work towards, because we are a team. This is a team effort. We should be helping each other. But again, by sharing those goals with each other.
And there's lots of different formats you can do that in. You can bring them all to your team meeting, you email them around. There's loads of ways you can do that. But it just creates that transparency of, okay, now I feel a bit more relaxed. I know what everyone's doing, but also it builds that accountability. So we know exactly what, what Bryony is kind of charged with being responsible for. Okay. I know she's working on that, but also like Bryony said, there's an opportunity to be like, okay, gosh, I know a bit about that. Maybe I could help support you on that.
So again, it's not just about you're responsible for that. So if you don't deliver it, there's going to be blame here. No, no, no. The point of sharing it is that transparency and building that support network within the team to do that. And that feels really empowering as a leader and really cool to be part of a member of team that actually does that. I haven't seen many teams who actually share their goals, all of them. I've seen leaders sharing their goals with the rest of the team and be like, hey, this is what I'm responsible for.
LeadTheRoom (20:55.778)
but everyone collectively sharing their goals. There's not something that I see much of, Briony. What about you? No, me either. But I think when I started doing this, what I noticed happening was a whole load of creativity opening up in the team because as people knew like what each other were responsible for, exactly like you said, they're like, hey, I had a similar thing experience here or I've got some knowledge over there or let me connect you to this person or do you know what? I've got an idea for a different way.
And it's amazing to see then all the creativity that opens up just by being transparent, like you say. And it's organic, isn't it? I think that's the wonderful thing. There's something really organic about that and it's not forced in terms of support and creativity. yeah. Yeah. Three things there for you to try out this week. Don't delay. Have a go. Don't delay. Bye today. I love that. Don't delay.
but I think like all of those are like small things, easily manageable. And I think that's the message with this podcast and this, you know, lead the room. It's like, almost all of the things that we're sharing with you, the tips, the advice, they are small actions that you can take today, that you can take in the next week that don't require a ton of effort and big shifts. But over time, as you start making these small shifts.
it's going to mount up to a whole ton of change and transformation and a whole different culture for your team and a whole different mindset for you as a leader. So really encourage you to give that a go. And I think that was a really good point on the mindset, Bryony, because had someone given me these, this advice, these tools, these techniques to try it with my team, that balance between being that micromanager and being that kind of absent of just, you've got so much autonomy, just get on with it. I would have much
It would have been much easier to find that balance. If I actually had these tools, I wouldn't have been as desperately trying to find that balance because this makes it for you. This finds the balance for you, doesn't it? Exactly. Right. Well, Lindsay, let's wrap up with our Walks of Weeks. Tell us about one thing that you are celebrating this week, Lindsay. So I actually, in kind of preparation for this, I thought one of the meetings that I'm involved in, it's definitely not...
LeadTheRoom (23:18.38)
There's very little accountability, I would say, as part of it. And it's one of those creeping death, quite competitive, like who's got the longest shopping list, who's got the longest to-do list. And I purposely go into that meeting with like two things on my list. And people look at me as if, like, not very busy. Well, that's not really the point of it, right? So I, again, offered, perhaps rather than like sharing our to-do lists, because it's, I'm not really interested in Jane's to-do list.
But what I am interested in, what is Jane responsible for and where could I help her? So I suggested perhaps we ditch the shopping list and move away from that. And actually it has been surprising. Even just in the first kind of like we've had two meetings, the people that I thought were going to be the ones that would be quite open to sharing are the ones that have been quite protective. So I want to dig into that maybe next week in terms of what's going on there. But again, it's a start.
None of these things are going to be instant successes because people are people, aren't they? And, but you've got to go with it. And like Bryony and I said, persistence, stick with it, have the idea, be persistent and see where it goes. So yeah, I'm really chuffed with, it would have been easy to sit back and just let the shopping lists continue, but I'd had enough. I love that. Celebrating the start. Really, really important. Yeah. How about you Bryony?
So this week I'm celebrating having a really great away day with my team. And so we took some whole day out of the office and we got together and I said, I want everyone to bring their biggest pain point. Like that's all we're going to talk about. Like we've got so much to celebrate and we've done a whole big celebration of the last couple of months together. But for this one, I want us to bring your biggest pain point. And then I also want you to think about a team pain point.
That's what we did. Like we just, in a really organic way, we spent the whole day talking about pain points, how we can learn from others' experience, like brainstorming some different ideas, thinking through how the team pain points impact us all differently and what we can do to make things better. We came up with a set of actions and like new things we're going to try out and off we go. It was great. Yes. And it's such a great example for...
LeadTheRoom (25:36.154)
our leaders listening in terms of if you want a slightly different way to extract different information from Team Away Day, such a good one, isn't it? Yeah. So yeah. Yeah, yeah, yeah. Well done. What about learning? What you've been learning this week, What I've been learning? Well, other than the Away Day, I've had two really meeting packed days and it's just like, you know, these things happen from time to time. And sometimes like I do really try and manage this, but sometimes it just happens.
But I just don't like it. Like it throws me off balance because I feel like all I'm doing is spending time in like pseudo productivity stuff, you know, like in meetings talking about the work, not doing the work, like not doing the thing that is actually going to help me deliver the priority or deliver my team's purpose, just talking about it. And it just, I don't, I really don't like it because I get frustrated and like anxious, you know?
And so I guess that's my learning is like, so for next week, I really want to make sure that I'm prioritizing some big blocks of time where I can just do my deep work, focus on the things that the team and me really need to get done, like bigger picture thinking, getting the work done, not just talking about doing the work. But what about you? What have you been learning, Lindsay? So I think this week, a big learning point for me is about not...
acknowledge that I can't fix everything. And this is not just an in-work. This is also a bit of an outside of work thing as well. Like I definitely, I'm definitely a fixer or want to be a fixer and you can't fix everything. So that's one of the things. And actually when I reflected at the end of the week of like perhaps how much time and energy I had used up almost just trying to think about what I could fix or, how could I fix that? Or how could I help that person? Sometimes you can't.
Like you're not responsible for fixing everything. One thing I have learnt though is I am responsible for fixing perhaps how much highlighter I have on my face because it's quite shiny. So perhaps I could fix that. that is one thing that I can... Maybe that'll be a gross bit for next week. Put less highlighter on my face. You look wonderful. Tired mother. So yeah, fixing. But that is such...
LeadTheRoom (27:52.968)
For me, this is like an ongoing lesson, like identifying the things that really need my time and energy to fix, that only I can fix and that only I'm responsible for fixing. And it really comes back to that boundaries thing that you've been talking about the last few times, isn't it? Around like actually knowing when to put things down and say, no, this is not my responsibility. It's somebody else's. And what about your growth then, Briony? What you...
Yeah, experimenting growing with this coming week. Well, so I'm experimenting with this new app to just help me manage like I'm calling them, well, I'm going to say mental models, but that does sound a bit buzzwordy, Lindsay. Okay, so we're not calling you out. You're calling me out. We're not going to go with mental models. No, I guess it's merging like the self-talk that I'm, know, the self-talk in my mind, you know, because I sometimes I suffer from anxiety.
And I've noticed recently that like, I've just been feeling a little more on edge and like some of catching some of myself talking. I'm like, this isn't kind that this isn't compassionate. This isn't like in a cheerleader cheering me on. It's like in a worst critic calling me out and I don't need that in my life. And so I downloaded this app. It's like a 60 day program. I'm going to give it a go. And I'm like, again, with that approach of like experimentation, start a new habit.
We'll see what happens. Like maybe it helps. Maybe it doesn't, but we'll see. Yeah. I think the really important thing is there is like, you have recognized how that's impacting you, how it's making you feel and you're doing something about it. Cause so often we're just like, that's just the way I feel. But actually we can do things about it, but I'm finding you for a buzzword. So sorry. Okay. You've got to find me. Okay. Yeah. What about, all right, Lindsay, what are you doing to grow this thing?
I have been thinking more about kind of doing less, but better. so good. So I've definitely found, and this kind of, I suppose, not just connected to saying no to things at work and outside of work, but the things that I am doing, like just doing them like better. Cause I just feel like on so many things at the moment, and maybe particularly, I don't know since becoming a parent, I just feel like I skim the surface on lots and lots of things.
LeadTheRoom (30:13.698)
And things that I used to be like, like to spend a lot of time doing that or not even necessarily time, but really doing it well. Like things like cooking or baking or whatever it is and really taking my time to think about intentionally before I go into work and how I'm going to show up for that meeting. And I just feel at the moment, I'm literally almost just chasing myself before I go into these situations. There is no need. Like I do have the time. I just need to kind of.
do less things. but again, that's intentional. I need to sit down. So this week, I'm like, okay, as part of that growth, I'm to sit down, I'm just going to plan it out. And actually, what that will mean is some things will fall off, but that's absolutely fine because that they might pick up next week, but do less better because I know how it will make me feel if I'm doing it just a wee bit better. good for you because it's so...
It's really counter-cultural to do that though, isn't it? When you've got all these competing demands and you feel like, you know, you want to meet everyone's needs, but then when are you meeting your own needs and when are you finding that enjoyment in life? So I really, I really support you in this Lindsay. I'm here for you. Yeah. Yeah. you know, all those bloomin', those memes online, which are like, well, just do these things. Just get up an hour earlier before your child. No, no, my child wakes up at 5am.
I'm not getting up, I'm already up at 4am with the anxiety of starting the day. I'm not getting up at 3am. no, no, no, no, no, no, no, no, no, no,
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