That's such a good question. That's actually a question I've been pondering since we thought about talking about this topic. Meaning, for me, is a lifelong pursuit. So let's just put that aside and say, meaning is always evolving, growing and shifting.

People will ask, how do you do that? Because the roots, by the very nature of roots, they sit in the soil. So what I often will say to myself is, how am I watering and providing nutrients to my roots? I do that through listening to different people's different points of views and opinions that are different to my own, trying to be as less judgmental about everything that I hear around me.

The answer I would have given you for a long period of time is that what drew me into psychology was that I always used to have people come to me for advice and a listening ear. And for a long time, I believed that that's what prompted me to think that, well, maybe I could do this as a career.

I suppose that what I've been dealing with is trying to work out what is not meaning. Like, what is not meaningful. And what this last year has confirmed, resoundingly although I'm still struggling to accept it, is that meaning does not come from things.

I'm still stunned at how many people have placed their sense of worth in things, in titles, in roles. What this year has done is either just burst that bubble completely, or it's taken it away. To watch how quickly people have fallen and their demise in their sense of place, sense of value...I've heard that a lot.

I think the biggest challenge we are facing right now is burnout. And this is far more severe than I think people are acknowledging. We've had people running at full tilt for far too long it's becoming a habit. They're starting to adapt to a way of showing up in the world every day that is completely unsustainable and unhealthy.

Well, first you've got to work out what you believe in as an organization, which is such an interesting area of work because a lot of organizations think they understand what they believe in. But when you ask the question, they usually come back with their values. No, I want to know, what's a core belief that you hold as an organization. Like, do you have one?

So the first thing is to reinvigorate a culture. You've got to work out, how are you influencing the best parts of your culture and the worst parts of your culture? The mistake a lot of entrepreneurs make is they will believe that they can change their culture.

Let me tell you, the condition that I see that great leaders possess or demonstrate, and it's the four-letter word, is calm. What is calm? It's a presence and a deliberate attentiveness that you would not expect from somebody that has got so much on their shoulders, so many responsibilities, so much to think about. And it just shines through.

Well, it depends what they're battling with, I think. Battling financially, battling with their health, battling with uncertainty? The big issue that I'm picking up is just anxiety. And fear is just really, really high. This unknown, like name that thing. Name the fact that you've been in a state of existential crisis. This has been an existential threat that has kind of prevailed and we're all being triggered all the time, without a fear.