Aug. 12, 2025
Working Sick Is Out. Working Well Is In.
In this energizing episode of Beyond Confidence, host Divya Parekh sits down with workplace well-being strategist Lindsay Barnett to explore a powerful truth: you don’t have to burn out to succeed. This conversation dives into how today’s leaders and teams can break free from outdated work models by embracing sustainable, flexible practices that support both people and performance.
Beyond Confidence is broadcast live Tuesdays at 10AM ET on W4WN Radio - Women 4 Women Network (www.w4wn.com) part of Talk 4 Radio (www.talk4radio.com) on the Talk 4 Media Network (www.talk4media.com). Beyond Confidence TV Show is viewed on Talk 4 TV (www.talk4tv.com).
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WEBVTT
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The topics and opinions expressed on the following show are
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solely those of the hosts and their guests, and not
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be directed to those show hosts. Thank you for choosing
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This is Beyond Confidence with your host dvpark. Do you
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want to live a more fulfilling life? Do you want
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to live your legacy and achieve your personal, professional, and
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financial goals? Well? Coming up on ZVO Parks Beyond Confidence,
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you will hear real stories of leaders, entrepreneurs, and achievers
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who have stepped into discomfort, shattered their status quo, and
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are living the life they want. You will learn how
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relationships are the key to achieving your aspirations and financial goals.
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Moving your career business forward does not have to happen
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at the expense of your personal or family life or
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vice versa. Learn more at www. You Don't divpork dot
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com and you can connect with TV ads contact eds
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dvpark dot com. This is beyond Confidence and now here's
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your host, w Park.
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Good morning listeners, It's Tuesday, and of course you know
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I'd love to be here with you. So awesome to
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be here and we are going to have some great
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conversation today and just wanted to share. Yes, I've finished, finished,
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finished my first draft on about the book on artificial
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Intelligence and super excited about it now going through the
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editing piece and of course that is never fun when
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you go back and read your draft. So remember that
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all of us go through those pain points and the
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key is coming out of it, like you know, staying
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with the discomfort, because the key that opens the door
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of development goes through discomfort. So just excited to be
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here with you, and let's bring in our guests. MELIKLM.
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Lindsay, Hi, Divia, thank you for having me.
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Oh, it's awesome to have you on this show. So Lindsey,
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tell us if you're a call a moment from your
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childhood youth where it was a remarkable positive moment where
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a person or an incident something happened that left a
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mark on you.
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Wow, there are so many issues from I'm very grateful
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for having that kind of childhood and you know, I
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think it's interesting just since you mentioned development, I'm you know,
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very lucky the loving parents. And I think one of
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the things that I really learned from my mom was
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when I would come home from school and I would
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not you know, be upset because I didn't do well
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on a test or didn't get a grade that I wanted.
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My mom would always ask me, but if you did
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it again, would you do better next time? And there
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was such This was probably really before growth mindset was
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a thing, and it doesn't make sense because my mom
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was an educator, but there there was such a gift
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in that it's it's okay, there's that you'll get it
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next time or maybe you don't have it yet right,
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And so I think that is something that has really
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stayed with me just in my life, especially because I'm
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oftentimes in a learning and development role. So how can
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I support people in their own growth mindset of like
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you'll get you better next time? What did you learn
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and what would you do differently? So I think that
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probably if you know, resonates in terms of something that
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has really stuck with me through my life.
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Mmm. Yeah, so that is really powerful and it opens
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a door for growth and you're bringing it back to
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the growth mindset. So as you grew, did you have
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any aspirations like you wanted to become or go in
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sudden direction.
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I have always had a lot of interests. I'm a
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pretty naturally curious person. I've reinvented myself career wise several
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times now. But you know, it's it's funny to think
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of the things that I thought that I wanted when
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I was young versus where I am now. But there
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is kind of a thread within it. You know, when
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I was really little, I thought I wanted to be
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an actress. So I grew up in LA and you know,
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being around Hollywood, you you know, it's in the water
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here a little bit, and uh, it's But it's funny though,
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because in a lot of ways in my corporate life
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and even now as an entrepreneur, a lot of what
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I do is facilitation public speaking things like that. So
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I found my way. I do do the occasional community theater,
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which I love, but you know, I found my professional
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way of getting that need met.
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Yeah, that is that is powerful. So you talk about
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like that. You have reinvented yourself a few times, so
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tell us, like, you know a couple of tonkey points
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in your life like that.
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Yeah. So one story that I often share with people
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is I actually studied anthropology in college, and when I graduated,
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I thought it was going to be an archaeologist. So
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I went on this archaeological dig and what I found
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is that while I was there, the dig leaders kept
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saying to me, Hey, lindsay, these people aren't getting along.
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Can you talk to them? So I had this realization
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that my gifts are for working with living people, not
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the dead. And so from there I kind of pivoted
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into advertising. And so I worked in advertising for a
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little bit. And while I was in advertising, I was
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working on the client side, supporting, you know, our various accounts.
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But in my space time, you know, I would find
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that I would volunteer. Oh i'll help with that recruiting,
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Oh I'll help with training, Oh I'll help with a
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variety of things. And so that then pivoted me eventually
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into human resources. So, you know, a lot of times
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it was these little whispers of you're actually better over here,
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or you know, you're really good over here, all of
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the things have have built on each other, and kind
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of similar to the original story, I keep learning and
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taking what I've learned, and you know, moved that with
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me as a skill set. Right, So even though I
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didn't work in client service and advertising anymore, I still
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like to apply that client service mindset in my role
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in human resources. So all of these things kind of
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build on one another.
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That's so powerful because so many times what happens is
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that the people have studied in one discipline and then
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they kind of feel like their stock they cannot move around.
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But just opening yourself to learning can open up so
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many doors. So what was it about the HR that
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you really enjoyed?
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So I think, you know, again, all of these things
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are an interconnected web. But you know, I studied anthropology
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because I was really interested in human behavior. I was
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interested in culture, you know, I was interested in rituals
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and you know how people came together in community and
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in a lot of ways. I feel like I just
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translated that into being a corporate anthropologist. So it all
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comes together and for me to feel like I was
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in a place of supporting both the business and the
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organization in doing well by hopefully fostering people's gifts and
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growth and you know, connection and community. We spend a
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lot of time at work, so how can I use
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my strengths to hopefully make the work experience as good
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as it can be for people?
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Absolutely so. So many HR professionals are sometimes caught in
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the tug of war that they have to look out
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for the employees and yet there are directives from leaders.
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So like then, the HR leaders are caught in that situation. Yeah,
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what are some of the ways that they can balance.
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It, balance it for themselves or balance it right all around? Yeah, yeah,
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it is, you know, and I think that is one
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of the skills that I think a lot of the
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best human resources professionals have is they're able to really
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look at the needs of the business. You know, how
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do the people or resources need to be able to
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support the strategy and the business. How do we work
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with the leaders who are oftentimes taking that strategy and
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putting it into execution, you know, and helping them work
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with the people on their teams to be able to
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translate those those messages. So, you know, one of the
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things that I really loved being able to do when
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I was in the corporate role is you know, take
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all of that in balance and try to figure out what,
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you know, what's going to work best for as many
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people as possible and for the people that maybe it's
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not as good of a fit for or whatnot. How
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do I help coach them, coach their leaders? How do
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we find a way to again come back to this
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place of you know, eliciting people's gifts, because that's really
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when businesses thrive, when people are able to grow and
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develop and be recognized for all of their impact and
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their contribution.
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Right, definitely, So sometimes it does happen just kind of
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that the leaders pushing and then the business needs them more.
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Where HR professionals HR leaders may not be able to
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take care of the employees, how can the balance that,
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are there any practical strategies tactics that work for you?
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I think this is not to deflect at all, but
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I think there's different ways that people think about taking
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care of others. Right So, I think we are unfortunately
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past that stage of employee employer contract where people expect
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companies to take care of them. And so that has
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been a series of events in at least in corporate
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America that has unfortunately, you know, whittled down that trust
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that at least employees have that that you know, I'm
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going to work here for twenty five years. I know
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you had a previous guest who had this situation where
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you know, after twenty five years you're without a job.
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You know, the layoffs, unfortunately, are a de facto business
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strategy now, and it's it's not what I want. I
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think a lot of value creation walks out the door.
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So there are a lot of things that people think
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HR can do, but they can't. You know, HR is
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not all powerful in a lot of ways. For me,
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at least where when I was, you know, in a
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situation where business wasn't good. I know I tried to
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focus on you know, look, I don't want to have
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to lay anybody off or you know, fire anyone or
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or whatnot. But can I make sure that if I
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was the person being fired or laid off, that it
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is the best possible experience it can be. It's done
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with kindness and respect and integrity. You know, if I'm
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not in the place to influence the decision or to
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you know, change a decision, you know, sometimes things have
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to happen. So how can we do it in a
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way that is, you know, most respectful and kind I
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think is really.
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Critical, absolutely, and it's a tough place. A lot of
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landscape has changed in past several decades where it used
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to be that people are assets, and now with the
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advent of AI, we are even hearing that, you know,
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we have brought an efficiency and letting go of people
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is almost a badge of honor. Now you've been a
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leader in the corporation and you are outside, if you
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were to sit with the CEO, what advice would you
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give them?
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I feel like there's a you can still do well by.
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Being well and you know, if if you focus on
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the well being of your employees.
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There's a lot of data, particularly from the World Well
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Being Movement out of Oxford, that actually gives data to
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show that when we are focused on the well being
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of our employees, our profits are better, our stocks are higher. Like,
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there's an incredible amount of data that focuses on that
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that and you can't do everything you think you can do. Yeah,
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And I think that is one of the things that
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I have seen in the burnout epidemic is that you know,
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you fire someone and then you just give somebody else
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an entire job like people are doing multiple jobs and
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what that means is they're probably not doing any one
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of them very well. So how can you find a
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way to make peace with these wild aspirations that often
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get CEOs or founders in the role or in the
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seat that they're in, but also recognize there's a space
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of how can I do less better? How can I
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do fewer things, you know, faster, stronger, et cetera, versus well,
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you know, we're just going to do it all and
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we're going to get there this way. If you're burning
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people out, you're not going to likely end up with
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the long term value creation that your aspirations are wanting.
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So value creation definitely is the key. And as you mentioned,
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their studies after studies that have shown that the invest
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in the well being of employees it's directly correlational to
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the company profits. So so many times, like you mentioned
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that you lay off somebody, now you're transferring that job
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