Hello, everyone. This is Liv from Vetone Real, and I would like to welcome you to my webinar on quiet quitting in veterinary practises. A few words about me.

My name is Liv. I'm a veterinary surgeon and a positive psychology and emotion intelligence coach and creator of Vettone Real platform through which I support both individuals and teams in creating a really human friendly, thriving workplaces. All my teachings are based on my experience in the clinical world.

And I combine that expertise with the knowledge and expertise in psychology, and I teach teams through the live workshops, but also online workshops and support to create the places where people want to stay, where they want to work and they can be really good team and healthy people. And today we're gonna talk about qui quitting, which is a very interesting, quite controversial. Idea within the world of workplaces.

And the person who first coined or made that term viral was this man, Zayid Khan. He's a 24 year old engineer who lives in New York City, and he posted a video on TikTok in July 2022 on quiet quitting. And what does it mean, quit quitting.

Obviously, to understand that town, we need to start digging a little bit deeper, but what Zaid offered to us was this. It that meant quitting the idea of going above and beyond at work. And social media really picked up on that term.

A lot of people really, really found it very attractive, and this is what the advocates of qui quitting say, that quiet quitters are firmer with their boundaries. They do not take on work above and beyond clearly stated expectations. They do not respond after hours, and they do not feel like they are not doing their job when they are not immediately available.

And also individuals who quite quit continue to meet the demands of their job, but they also reject the hustle culture mentality that you must always be available for more work and most importantly, that your value as a person and your self-worth are not defined and determined by work. And all this idea, it created a lot of heated conversations and debates in the social media world and also outside of social media now because first of all, it's kind of a misnomer, quite quitting, but not really quitting. People are not really leaving.

They choose a different approach towards work. And when you read those descriptions, they actually sound quite healthy. They sound quite benign.

So it's really a question of the person, how the quiet quitting will be perceived. And a lot of people just love that town. So we can see that within days, the video was like but nearly half a million people in the world, and there were thousands of comments and thousands of re shares of that video.

So, so it really, really went viral. And so many people out there heard about quiet quitting, even though they never heard about that before. And obviously some of those people loved it.

Just like those comments that you can see here, some people say I love this term. Yeah, I did this and I was offered a raise, so a better position. Some people found it really beneficial to them.

They say I do just enough to not get fired or noticed, or the only thing hard work gets you is more work. There's a lot of reflection around that term among people representing different professions around the world. But I really wonder what is your first reaction when you see those statements.

Someone saying that we refuse to be always available. We refuse to do more than description of my job. What do you think?

What do you feel about this? And some of you might be probably thinking, yeah, that sounds really healthy. That's really good and good for them.

I, I, I would like to be like that. It sounds really good. But some people might feel.

That those people that might be actually a bit lazy. And maybe this new generation is not resilient anymore, and what happened to their work ethic? And this is why quiet quitting is very controversial, because every single person will create their own opinion on this new trend in the world, and surely you will have your own.

And the biggest question that appears now in media more and more is does quite quitting exist in veterinary industry? And when we think about what the description that was mentioned in social media, does it really apply to us, the vets, the nurses, the veterinary technicians? Can we do the the the basic core of our job and then refuse to do more?

The biggest difference that we would immediately realise is probably that we have a calling in veterinary industry. We stay longer because our patient needs our attention and there's an emergency coming, so we we just can't say no. It's kind of against our morality, against our calling, our devotion to our profession.

We also make sure that thousands and millions of people around the world, they are healthy and they do suffer the disease because we take care of the animals that are in the food chain. We also take care of the wildlife and we try to preserve the wildlife around the world. So our work just cannot be limited to the bare minimum, to just to the core and the description of our work.

So we might say that we are different. Because we have a calling. It just simply doesn't apply to us, that quiet quitting idea.

But on the other hand, so should our doctors and nurses, our human health care, shouldn't they? They also should have a calling. And still they're quite interesting for some people, shocking statistics coming to the public eye.

Cause human doctors, human nurses, or technicians, they also have that calling. Their job is really life altering, is really life changing to so many of us. We rely on them here in the UK on NHS on any different.

Version of the healthcare in the world, we really need those professionals to protect us. So how could they quietly quit or become so disengaged in their work? Is it possible?

Is it happening? And actually it is. According to a Gallup poll from April, and that was in 2021, 34% of the US employees were actively engaged at work in that year, compared to only 32% this year.

So it decreased from one year to another. It keeps decreasing, and healthcare professionals saw the largest dip in engagement with their engagement scores dropping 9% year over year. And that is quite scary, because if the people who take care of our health, they're not engaged, they're not focused, they don't feel fully present at their job, that could be potentially harmful.

The concept of quiet quitting is not new to the healthcare industry, says Jeremy Sadlier, who's the executive director of the American Society of the Healthcare Human Resources Administration. He also says that before the term quiet quitting was in vogue and became popular, we were talking about employees who would quit and stay. Many disengaged employees will stick around long after they stop finding motivation and stimulation in their work.

So is it actually possible for veterinary professionals to practise quite quitting? How might it look in the veterinary industry if that was true? And I launch on a journey of research and reflection over our jobs and how we approach our work among veterinary professionals, as vets and nurses and technicians.

Can we somehow quietly quit, and what I realise is that for some of us. Our job has become so overwhelming and stressful that we sometimes might try to avoid it or we might try to alleviate its impact on us. For some of us, having a lunch break became the only way to actually have some peace, or we are craving that lunch break.

We start. Sometimes the testing our work because we don't know if we'll even have a break. And for some people, a cigarette break might have become a little bit longer.

Some people might try to stick to that hold on to that break for as long as possible, because even the thought of going back to our duties can be really overwhelming. And we might sometimes lose time scrolling through social media, not maybe paying so much attention to our colleagues who might be running like crazy, really, really busy, just because we feel that we cannot be full on 100% all the time. And some of us would choose tasks that would allow us to stick there for quite a long time.

It could be some maintenance work, like cleaning work. Some of my colleagues said that they found it really difficult to find another colleague to help them to take bloods from the patient or just do something else with the patient. Whenever they ask everyone would just try to avoid their their gaze and try to escape them.

And it sounds quite terrifying, maybe unfair. But many of us practise that we try to stick to the core and do it really well, and maybe avoid doing more and staying longer again and again for various reasons. And I need to admit that I experienced that in my clinical work as well.

As a clinician, as a veterinary professional, as a vet. I had days when I was consulting, for example, and even the thought of having a very difficult case that would take a lot of my effort, a lot of my mental space, difficult decisions, a lot of maybe research and and study. That I I couldn't handle that thought.

I prefer to stick to the basics, and I would much prefer to keep vaccinating for the whole day, one patient after another, rather than getting involved in something more complicated and then staying longer because of that patient. I got to that state as well. And I don't know what what you're thinking.

You might be thinking of I've been there as well, or you might be thinking, oh, this is a terrible behaviour, and actually I find people doing that, prolonging their breaks, avoiding work, the extra work. I find them very difficult. I find them annoying.

I find them frustrating. They make my life more difficult. Whichever it is, it is connected to that employee disengagement because having one person in your team that is disengaged and it can be me or someone next to me, it really impacts the flow of everybody's work.

It impacts the performance of the whole team. And there are 4 different options according to research for handling and dissatisfying job. One of those options exit.

And that is kind of what a lot of people do now. It means removing yourself from the situation altogether. We see such a high employee turnover, people quitting, exiting, just removing themselves from the the clinical, from the veterinary industry.

Another option is to voice those issues and involves actively trying to improve the situation, approaching your boss with ideas for enriching your job, etc. For making it easier for you. That sounds good.

But is it really an option? Do we do that? Do we practise voicing our situations that make us feel disengaged, dissatisfied with a job?

We'll talk about that in a moment. Another option is persistence, gritting your teeth and bearing it, working hard, even though your job is stiffly, and that can be really, really dangerous. Because when you think about it, if you keep doing something that is really harmful to you at the psychological level, that can take you to burn out to a lot of places where we don't want to get mentally.

And the fourth option is neglect. And it entails staying in the current situation but reducing your effort, doing just enough at work not to get fired. And a little bit sounds like quiet quitting, doesn't it, just doing the bare minimum.

But it has a really bad connotation that word neglect. Because it indicates every harmful behaviour to the whole team. So we don't want to rethink about ourselves as people who are neglectful.

Am, am I really a neglectful person if I feel disengaged, am I neglecting my duties? Are we really causing harm to our workplaces? And the question that comes to our mind is also who is truly being neglected here?

Because if we get to the stage when we're doing something that makes us feel so overwhelmed that even the thought of having more difficult case. Causes anxiety if we are working in an environment where we don't see the purpose when we really don't want to be there physically, not longer than the absolutely necessary maybe there is some neglect in there, but it's not us who's being neglectful. Who is neglecting who?

That is a very big question, inquired quitting. And a lot of our colleagues, veterinary professionals, they get very frustrated and they say, well, I'm not cared about. Why should I care?

And this is where they refer maybe to their leaders, maybe to the clients or the team in general, but it's quite a poignant question. If no one cares about me, why should I be the caring one? So what happened to many of us?

What happened to me as someone who knows that I was a part of that quiet quitting movement, I think. What happened to the team members that they don't feel engaged, they just don't want to go above and beyond. What is the reason behind quiet quitting or that situation, however we call it, in veterinary industry?

And to understand that deeper, we need to start looking into the elements that lead to up to the quiet quitting in other industries. And very gradually, the research, and mostly the social media show us that those elements are the dis disengagement, or lack of purpose and meaning in somebody's job, but also exhaustion. And other physical signs, someone having a terrible headache every single time they even think about staying longer at work.

Increased mental distance from one's job, or feelings of negativism or synism related to one's job, being very, very judgmental, very negative, maybe assuming that, well, of course, I will need to stay longer again, having that attitude. Feeling unappreciated, a really big one, a really important one. Less job satisfaction.

So maybe doing something that doesn't, it's not aligned with your values. It doesn't fulfil your needs. It doesn't align with what you actually would like to be doing with your life in your job.

Reduce professional efficacy and destruction. And also lack of autonomy. All those elements, they can lead to qui quitting.

And when we look at those elements again from the perspective and we look at the literature now in veterinary medicine around the mental health of veterinary professionals, all those elements are very closely related to burnout. And as incredibly important. Cause if those elements lead up to burnout.

And those elements also lead up to quiet quitting. Then it means that they can be very dangerous. We don't know for sure.

We don't have enough research around this topic, but we kind of can see based on our clinical experience, observing others and observing ourselves, we can see that this term quite quitting that situation that might be occurring, it can be really closely related to Berna, and it really requires our attention. So those people who prolong their breaks, who really escaped the work with the moment they finish their shift. People who don't want to go to work in the morning.

Are they lazy? Or maybe they are burned out. Those two options are very, very different.

But they can also look outside for someone who's an observer in a very similar way. So the question is, did we get to the point where the team is so exhausted that even a thought of taking on another duty causes anxiety. And we don't know that for sure.

And like, like I said, we don't have enough research, but we know, as common sense tells us that it can be something dangerous because burnout is dangerous to our mental health, to the performance of our team, to our patients. When you think about it, you have someone who sticks to the burn minimum, like I did occasionally. When someone feels disengaged, with someone rethinks only about just going back home, someone is exhausted there, the patient's safety can suffer.

Something can be missed and important information. There can be mistakes occurring because of that disengagement, so that can be really, really detrimental to the quality of service that we offer to the quality of care that we give to our patients. And this is what is observed in the human medicine.

So any lack of engagement on the part of staff ultimately impacts patient care, teamwork, safety, and in the end, the financial health of the organisation and the patient experience. And this is what is observed in the human medicine and it it can be observed in veterinary medicine as well. So burnout is directly linked to a long list of the pervasively negative consequences in our organisation and for our patients.

Lower patient satisfaction and care quality, higher medical error rates, malpractice risk, higher physician and staff turnover, physician alcohol and drug abuse and addiction and physician suicide, and these, these are the the data and the statistics from the human healthcare. And that is also something that we can observe in the veterinary medicine, that burn out severely impacts every single person who works in the veterinary practise. But also people who suffer from work burnout, they are at a higher risk of anxiety and depression.

Distress, poor decision making, and shortened attention span and lack of motivation. So we can see that burnout really really impacts the mental health of the human healthcare, veterinary professionals. It is incredibly impactful on the teams, on the patients, on the organisation, but on the individual themselves.

And there is a chance that people who are perceived as quiet quitters could be going through the same situation. They could be also more exposed to anxiety, to depression. They could suffer from the mental disturbance.

So could the repercussions of quit quitting in health care and veterinary industries be similar to one to the ones experienced when we go through burnout? We don't know, and I think we don't want to find out. It is a risky business to go into in that direction to allow quiet quitting to grow bigger and more present in veterinary medicine.

We don't want to go there because we kind of sense that it will be dangerous. So even though we don't have enough research on this now, we can kind of foresee that it would be dangerous to allow this process to develop and grow bigger and more impactful in veterinary medicine. So we need to focus on the solutions or the prevention here.

How can we manage? How can we prevent quite quitting in veterinary industry? Many of our colleagues probably think.

Let's just get through this shift. I felt like that myself. I heard my colleagues saying things like that.

Let's just get through this. Let's just do our job and just go and let's try to forget. So it's kind of that survival survival mode that we get into that we just want to get through this and stay alive on the other side.

If we think about those options for handling a dissatisfying job, if we look very closely into those, we might see that some of them are good, some of them can be very harmful, and some of them are the options that we really, really don't want. And the option that we do want. Is the option number 2 to voice our concerns, to voice our exhaustion, to voice our worries and elements that might lead to quiet quitting, to talk about them, to inform our leaders, to openly discuss them when they come, because that is the only option to manage them.

If we can voice it, we can discuss it, and we can find solutions before we end up exiting. Or neglecting or quite quitting our jobs. So in order to be able to voice our issues, or concerns, we need psychological safety, and it's a very common popular term now, and it means a shared belief held by members of a team that the team is safe for the interpersonal risk taking, so the open communication.

Asking questions, expressing concerns, and seeking feedback and voicing your concerns, saying that I don't feel well, I don't feel engaged. I don't feel like my job makes sense anymore. I feel exhausted.

I really don't want to be here. That is something that requires psychological safety. There's something that's very brave, that is that interpersonally risky behaviour to talk about those things.

So we need a place where we can discuss our issues and worries. The other element that we really really need in order to prevent or to heal that's quite quickly, the disengagement at work is autonomy. In some workplaces, there might be a lot of pressure around doing things a certain way.

And it might be a preset way dictated by someone, maybe someone in management or the rest of the team. And when we see the culture in which someone says it's either my way, my way, or highway for you, so you can either stick around and just comply, or you can leave. This is very debilitating for our sense of autonomy, because we all want to do things our way, when it's aligned with our values, when it's aligned with with our needs at work.

So if we don't have any autonomy at work. We will feel disengaged with time, giving employees autonomy and something for the leaders to really really pay attention to, given their freedom. It can be really preventative and therapeutic for people who are disengaged.

The second element is the mastery. So all of us have that craving for being really good at their job, and we need mentoring for that. We need training, we need CPD.

We need the practise time to become really good at something, to be really, really good professionals who can feel confident in our job. If we don't have a chance for some reason to become masters of our work. We will feel disengaged with time.

We feel overwhelmed. We will want to avoid certain tasks in which we don't feel confident, and this is where the space for the quiet quitting could be creating, and it's something that we really want to prevent through allowing our colleagues and ourselves to achieve that mastery. And then belongingness.

We all are tribal creatures. We want to belong to our tribe and our tribe is our workplace and our team. We want to feel that we have so much in common, that we are all full of loss, that we all make mistakes, that this is normal to make those mistakes.

If there is a culture in a workplace where mistakes are really, really criticised, when we don't seek the organisational reason for a mistake, when we put all the blame on the individual. That individual will try to avoid making decisions because they will be scared of making a mistake. And in the end, we'll lose that engagement cause we'll be doing less.

In order to try to avoid our mistakes, we need to feel that we belong. So nurturing that mindset of openness of growth and belongingness and feeling equal in our team can be really, really therapeutic as well for those who feel disengaged. And those three elements, autonomy, master, and belongingness, they all belong to the self-determination theory, which is very important for the veterinary practises, and is derived from positive psychology field, but it can be very helpful.

Because the self-determination theory is a theory of motivation of what keeps people intrinsically motivated and engaged in their jobs, it suggests that all humans have three basic psychological needs autonomy, competence, and relatedness. Those needs underlie the growth and the development. So autonomy refers to the feeling that one has choice and is willingly endorsing one's behaviour.

The opposite experience of feeling compelled or controlled in one's behaviour, and incompetence that refers to the experience of mastery and being effective in one's activity and the relatedness, it refers to the need to feel connected and have that sense of belongings with others. Self-determination theory is directly linked to that intrinsic strong motivation. Which means that we don't need external rewards.

We don't need to be tempted by somebody's attention, appreciation. We don't need to feel tempted by some external reward there to do our job, that we have enough of the motivation within us to keep going just because it really feels right to me, and I want to keep going and I want to keep working. And one of the ways of supporting somebody's autonomy.

And mastery is job crafting. And job crafting captures what employees do to redesign their own jobs in ways that can foster job satisfaction as well as engagement, resilience, and thriving at work. The examples of that are, for example, flexible working hours, or listening to music on headphones while making notes, or maybe mentoring new grads while doing a dental procedure.

Or maybe reading a book in a 5 minute slot between your councils when you really cannot physically do anything else in those 5 minutes or 2 minutes, but you can have a book with you, and it's absolutely acceptable that you will be able to read that book and Noah will look at you and think that you are just lazy. So adjusting our job to the way we want to do them. To have that autonomy that can be extremely helpful in preventing the disengagement and the quiet quitting.

Another element that is very useful in here is to practise the recognition appreciation, to actually see the efforts, to really be fully, fully aware that this person stays longer even though they really don't have to, and to, to say thank you, something as simple as that, but do not expect it from them. To make it all right for everyone to know that we want you to to leave on time 100%. And if something happens, if someone puts extra effort to be appreciative of that, but don't expect it ever and don't make someone better just because they stayed longer or they keep doing this to appreciate them but do that in a wise way, appreciative way but a healthy way.

And hearing a little thank you can really save your day, especially if the day is already difficult. And then for the leaders, it's very important to have that organisational and social awareness, to actually know, have some way of recording how often my team has to stay longer. How often they they feel so busy and so overwhelmed with their case load.

That they just become numb. We need to know more. We need to have data to base our decisions on.

So having that organisational awareness can be very helpful for the leaders to actually prevent the quake quitting because they would know, oh, we're getting to the stage where my team is getting exhausted. And heavy social awareness, knowing how people are actually truly honestly feeling in your team, incredible skill that can be very useful to prevent that situation. And the no blame culture, really, really big one.

Over years, in veterinary veterinary medicine, we kind of developed that mindset that it's, let's say normal, that we always have to stay longer, that we always have to be busy. And if someone is not busy or doesn't seem busy, there's something wrong. They are maybe not working as hard as they should.

There is that judgement. There is that blame. There is that resentment, unfortunately, that is there.

So creating a culture in which people really support one another in living on time. We want you to live on time. We'll support you.

And if we can see that you have time to sip tea in between consults, it just means that you really controlled your work and your time very well. And it's a fantastic thing. It's It a characteristic that we want to cherish rather than criticise.

And in order to support that no bling culture, I very often encourage my teams to create a team constitution. A team constitution can be used for so many different aspects of our team dynamics, can be for the communication, for the feedback, but also for our engagement. And it can sound like this.

In this workplace, we are all human beings, no exceptions. We take into account each other's well-being and we look at it through the lens of the current conditions. We've got each other's back so that we can take care of our patients in the best possible way.

And we support each other's freedom. And somebody's choice, and we aim to support each other in having a life outside of work. We accept that no one is perfect, but we also promise to always do our best and respond thoughtfully without blind judgement.

We choose to talk openly about our concerns, and we don't leave space for any hurtful assumptions. Having that clarity, having everyone on the same page, having everyone sign that same constitution, that agreement, it just helps everyone to know how to behave, how to perform, and it gives that peace of mind to every single person who can actually live on time, who doesn't have to run like a headless chicken all the time. We need to be Clear to feel safe and to actually stay engaged on our own terms.

And we need to be also able to open the dialogue, to listen generously. To give other person enough time, enough attention, don't finish your sentences, don't paraphrase them. That is definitely important for the leaders who will be hopefully listening to people coming to them and and who will hear a sentence like, I don't feel I I'm engaged enough.

I don't think I can do my work the way I want to do my work to give them a chance to listen to them really generously. But also listen in an emotionally intelligent way. To detect emotions behind those words and someone might come to you and say.

I really, I really don't feel that I can really have rest between my morning consults and my afternoon consults, and I have that admin time, but I always use it all and it kind of over overlaps with my lunch time and it really, really frustrates me. What you might hear through that, what you might say to that person is like, am I sensing correctly that having your admin time after lunch, not before, for example, helps you feel more peaceful and reassured that you will have enough time to recuperate mentally before you start your afternoon consults. We want to listen for those emotions, for the needs that the person actually has, and take them into account.

Really through that open dialogue, help them to work the way they want to work. So that we can align and we can have agreement between what the company really needs and what the person needs. And some of you might be thinking, yeah, easier said than done.

And it's not easy. I'm gonna be really honest with you, it's not easy, but it's definitely possible. It's certainly doable.

And all those elements that psychological safety, building trust, giving autonomy, supporting mastery, appreciating rewarding, being socially aware, getting everyone on the same page, opening dialogue, all those elements that they can prevent disengagement in the workplace, they can prevent people leaving, they can prevent qui quitting. All those elements require emotional intelligence. And emotional intelligence, it's the focus of my work as a coach, as opposed to a psychologist, and it's something that can be found in every aspect of our clinical work, in our team dynamics, in how we talk to one another, how we express our concerns, do we have the psychological safety?

It's literally everywhere when you have two people interacting with one another, and the elements of emotion intelligence are those self-awareness, self-management. Social awareness and relationship management. And when you think about it, when you start working in the morning, you start your shift, you start with a certain attitude.

If you don't know what your emotional state is, if you are not self-aware, you might inadvertently spread negativity on others, or you might be uncivil without knowing that you are, without wanting to be, without self-awareness, you cannot build cooperation with others, really. And without that self management, without catching yourself that, oh, I think I'm being impatient here and actually getting back to more peaceful state without this, without the social awareness, how is this person in front of me actually feeling? How are they doing?

And the relationship management, so how do we both want to approach our dynamics without the team. Without this, we cannot have a healthy workplace culture. And we cannot prevent the disengagement happening in our team.

So how can I amplify my emotion intelligence and utilise it more? Hopefully all those elements that I mentioned to you today, they are already something that ignites your thinking that, oh, I could do that, I could pay more attention to this, especially if you're a leader, you might decide, I will, I will give more autonomy to my employees. We can try job crafting.

We can try to listen more carefully. I can try to be more open and you can start doing those things. And then probably you at some point you realise it's quite difficult.

It's so hard to be a really good leader, to be vulnerable, to be so open to others, and this is what when you might decide, OK, I need to amplify my emotion intelligence to make it a bit easier for us. How can I do that? There's thankfully so many resources there, there's so many books, podcasts, and if you're interested in which books are best or podcast episodes, feel free to send me a message.

I'm happy to direct you in the, in the right direction to get the best resources. But there's also another option. There's the training and there's the assessments that are available out there.

So if you want to help your team, you need to know where you are at. When you have a map and there's a little pin saying you are here, this is what we actually all need to know where we should start even making changes to prevent the disengagement in our workplaces. And having an assessment of your current state of the team or your emotional intelligence can be very helpful.

And you can do assessment on your own. You can ask your team openly, have a conversation. You can do the survey, you can prepare it yourself and survey your team, or you can have someone external to whom people will be more open, to whom people will be revealing their truth, who will then assess the team and do the survey, and speak to the team really, really openly and confidentially.

And it's one of the things that I do for my team. So it's, I'm just one of those people who do that, but my way is. The workplace culture and team well-being assessment together with the leader EQ 360.

So it's one of the options to find out where am I to support my team. And there's a training, and there's lots of training within the EQ space available there. It's not very often focused on the veterinary professionals and we know that our veterinary world is quite specific.

But it's, it's still applicable if you're a human being, so having a training, available online or live, or you can reach for something that is focused on veteran professionals, and the training that that I do with my teams, it's can be again live or online, but it's something that really engages the the clinical experience and then the EQ experience and we combine those elements and we learn how to communicate, how to understand one another. How to give feedback. How to tell someone that actually I am feeling disengaged and I'm thinking about leaving.

And having that honesty really can prevent the exodus of the team, can really support one another, we can support one another with getting healthier and happier in our workplaces. So that is also one of the ways to increase our emotion intelligence. And if you, if you would like to learn more about my ways of supporting the veterinary professionals and teams in becoming more human savvy, how I call it, you can check my website behumansavvy.com, and you can learn more about the bits that I do.

But even if it's not that way, it's not that path, there is so much that you can do. There is so much that you can do to prevent that quiet quitting. Because we need to know which one is it, when we think about quake quitting, is it a harmful trend cultivated by lazy people?

Or maybe it's a response to trauma. And burn out. Or maybe it's a a healthy approach that we all should choose.

Maybe we should all choose as a team. That we really focus on the core, the most important elements of our work, excepting that occasionally there will be extra work needed. Of course there will be, but also as a team, do everything that we can to prevent those situations when we're being overstretched, and as a team we accept that we cannot be available all the time.

That we should leave on time, that we should have agency and flexibility, that we should have autonomy, that we should have a mastery, that we should have psychological safety to talk about our issues when they come. So maybe we could find together a healthy approach to our workplaces where quiet quitting will not occur. It won't be quitting.

It will be more aware workplace where we can support one another in those needs, where we can prevent the burnout as well. And we can choose the open discussions. You can have a conversation like that with your team today.

And ask them very openly. On a scale from 0 to 10, how engaged do you feel at work? Are there moments where you're just waiting till your shift finishes?

That you're just maybe sometimes bored or overwhelmed, or so distressed that you really don't want to be there anymore. Can be open group discussion. And it can be also a private discussion between you and your colleague, you and your employee, you and your friend at work, or within yourself.

Ask yourself, am I really engaged? What am I missing? Maybe autonomy, maybe the sense that I belong.

Which one is it? And am I reaching that state of disengagement? Am I quietly quitting?

We all need to be on the same page, and that is kind of the most important message from this webinar. To prevent the disengagement and people leaving, we need to be fully aware what is happening within the team, and we need to have the same approach towards our work, the healthy approach of a mutual support, of having the balance as much as possible between our private life and our work life. To combine them together in a way that we want them to be combined.

And we all agree and we don't blame one another and we don't leave space for assumptions that we are clear in our message and we practise it together. And I would like to leave you with this quote. When dealing with people, you need to remember.

That you're not dealing with the creatures of logic, but with creatures of emotion. Whether we like it or not, we all have emotions. We all have those moments where maybe we're not our best selves, maybe we are our best selves, but it's in the emotions that propel us towards certain behaviour.

If we try to ignore them, if we pretend that those emotions don't exist. Then we will underutilize a very important data because emotions are data, so we need to learn how to derive it and use it and utilise it as leaders, as team members, as veterinary professionals. We really need to become more human savvy so that we can all remain engaged and perform and protect our patients and ourselves.

So thank you so much. If you have any questions, please feel free to send me a message, check my website, you can connect with me through Instagram as well. If you would like your team to know where you are or become more human savvy, better connected, more engaged, more open with a free flow of feedback and communication.

Let me know. I'm happy to support you and if you have any suggestions, any feedback whatsoever about this webinar, I would love to hear from you and have a fantastic day. Bye.