Crina and Kirsten Get to Work

It turns out the old saying “it’s not what you know, it’s who you know” is annoyingly real — but for women, the “who” part often works differently, and less efficiently, than it does for men. Referrals lead us to our next job or opportunity or experience. First - let’s consider the referral network.  The research is clear: weak ties matter. That cousin you only see at Thanksgiving, the former cowo...

Have you ever walked out of a conversation and thought, “Why didn’t I say that?” Welcome to Whether you’re dealing with a chronic interrupter, an endless complainer, or the colleague who appears in your doorway just as you’re trying to focus, difficult interactions can leave us feeling frustrated, drained, and replaying conversations long after they’ve ended. The truth is that when we’re under str...

Age bias affects people across the entire career span. For women, this bias is compounded by gender, creating what researchers call “gendered ageism,” a double bind where there is effectively no “right” age to be a professional woman. Drawing on survey data from 913 women leaders across industries including law, healthcare, higher education, and nonprofits, Harvard Business Review research reveals...

Congratulations, job seekers, new workers and soon-to-be-graduates—and also, buckle up - it is a bumpy ride.  That’s the vibe of early career life right now: a job market that’s technically fine (about 4% unemployment), but feels… not fine. Entry-level hiring is down, applications disappear into AI black holes, and even strong candidates are ghosted by bots. It’s less “climb the ladder” and more “...

Check-ins are where management actually happens—and in this episode checkins are given the status they deserve - at the center of performance, trust, and retention.  Drawing on research, including insights from Harvard Business Review, our Crina and Kirsten unpack a core truth: employees expect a lot from their managers—and rightly so. In a hybrid world, managers are responsible for clarity, feedb...

In this episode, Crina and Kirsten take on the so-called “ambition gap”—and promptly flip it on its head. Spoiler: women aren’t less ambitious. The system just hasn’t been built to recognize, support, or reward their ambition in the same way. Drawing on research from McKinsey & Company and Boston Consulting Group, the episode starts with a myth-busting reality check: early in their careers, wo...

What if the most powerful leadership move isn't agreement—it's a principled "no"? Sunita Sah redefines defiance as quiet integrity: acting on your values when pressure pulls you off course. Join us as  we unpack to spot ethical tension early, navigate it with clarity, and build the courage to push back without drama. It's about alignment over rebellion—and why silence often costs more than speakin...

This week on “Crina and Kirsten Get to Work”, we dig into the 2025 *Women in the Workplace* report—the largest study of women in corporate America, spanning 280+ companies and over 1 million employees—and ask a hard question: what happens when women stop wanting the next rung?  SHOW NOTES For over a decade, this report has tracked slow, incremental progress. Women now make up nearly 30% of the C-s...

In this episode of Crina and Kirsten Get to Work, our hosts tackle part two of Performance Improvement Plans (“PIPs”) from the employees perspective. A PIP, to remind listeners, is still the same document—written performance gaps, expectations, timeline, support, consequences—but from the receiver’s side it lands less like a development tool and more like the death knell. There’s that heart-poundi...

In this episode of Crina and Kirsten Get to Work, our hosts consider the Performance Improvement Plans (“PIPs”) from the management perspective.  This is the first of two episodes on PIPs.  The second part will cover PIPs from the employee’s perspective.   Our hosts unpack how and when PIPs are effective and conversely, what is just a waste of time and a cause for unnecessary tension and conflict....

Consider the dark side of niceness: the kind that smiles, nods, and says “Great job!” while anxiety and avoidance hums underneath and the real issues never see daylight. Social psychologist Tessa West considered anxious niceness—when politeness becomes a coping strategy rather than a leadership skill. Instead of honest feedback, we get: Vague praise Avoided questions Festering conflict And meeting...

Emotions are not simple cause-and-effect reactions to events, but responses filtered through the stories your mind tells. Your thoughts act as a middleperson between what happens and how you feel, which means distorted thinking can create distorted emotions that don’t actually match reality.   Emotions involve your nervous system, body sensations, thoughts, and sometimes outward behavior; they are...

Ditch the stiff year-end reviews—Crina and Kirsten grab the NYT’s “7 Reflection Questions for a Happier New Year” and remix it for work with fun and honesty.  Our hosts turn the New Year’s reflection into a playful self-diagnosis for work, riffing off a NYT article’s serious prompts but swapping them for fun, thoughtful, heart-singing versions that spark levity. Kirsten and Crina consider their an...

When the stakes are high and expectations are muddy, even the most competent humans can slip into self‑protection mode at work.  Deadlines, performance reviews, politics, and power dynamics can echo earlier experiences of exclusion or danger, so our nervous systems do what they were wired to do: defend.  In this conversation, our gals break down how that shows up on teams—and what to do about it. ...

 Celebrations are powerful cultural signals. What we choose to mark, elevate, and honor tells people what truly matters in an organization.  Nearly every cultural or religious tradition celebrates something this time of year, reminding us that humans are wired to pause, connect, and acknowledge progress. The same is true in the workplace.  Yet many of us struggle with this. We forget to mark miles...

Here’s part two of the discussion about David Brooks’s book, How to Know a Person. Brooks’ book addresses topics and ideas central to being human - and are maybe more relevant to the workplace - which is a ready made community to apply the principles of knowing each other.  This is a two parter because there is A LOT to talk about.   Brooks suggests that the ability to see others deeply—and to all...

David Brooks’s How to Know a Person addresses topics and ideas central to being human - and are maybe more relevant to the workplace.  Brooks suggests that the ability to see others deeply—and to allow ourselves to be deeply seen—is essential to human flourishing. He posits that many of today’s social ills, including the loneliness epidemic and widespread mistrust, stem from our habit of skimming...

In 2025, a record number of Americans—8.5 million—are working two jobs. This surge in “moonlighting” is presenting new challenges for employers and creating big impacts - good and bad for employees. While some workers seek extra income to meet rising living costs and cope with inflation - or guard against uncertainty, others pursue second jobs to gain skills, explore interests, or test entrepreneu...

Feeling drained by Monday? Wondering how you'll survive the week? You're not alone! In this episode of *Crina and Kirsten Get to Work,* we tackle the mental health struggles that weigh us down amid today’s chaotic landscape.    From political turmoil to women's healthcare rights and the financial crunch from inflation, countless issues amplify our anxiety. With 1 in 5 women facing mental health ch...

Reverse mentoring flips the script, pairing ambitious younger employees with seasoned leaders to share insights on today’s hot topics, from tech trends to leadership styles. First popularized by Jack Welch at GE in the '90s, it’s now a strategic powerhouse for attracting and retaining young talent. The magic happens when the right pairs are formed—think introverts with extroverts—to spark dynamic...

In the fast-paced world of work, the simple act of observation is often overlooked—yet it offers a real and measurable edge. Research shows that the ability to “read the room,” such as recognizing emotions in others’ faces and voices, provides valuable insight into unspoken dynamics like mood shifts, alliances, or resistance.  Observation creates the feeling of being seen and heard—for both the ob...

The transition to a leadership role is a significant and often challenging shift. Research shows that over 60% of new managers fail to make this transition effectively. This is largely because leadership is not simply a scaled-up version of individual contribution; it requires a fundamental change in mindset, behavior, and priorities. Leaders must redefine success from personal achievement to enab...

For most of us, workplace engagement isn’t a solo sport—it’s a team one. The ADP (yes, the payroll people) Research Institute’s study across 19 countries found that most of us, regardless of company size, are immersed in team life. In companies of 150 or more employees, 82% of employees work on teams, and nearly 3/4ths juggle more than one team. Even if your employer has fewer than 20 people, 2/3r...

The review process is in general not great.  Research says only 21% of your review reflects your actual performance. The other 79%? Reviewer preferences, interpretation differences, and who happened to see you shine—or not. One person’s “excellent communicator” is another’s “talks too much at meetings.”   Welcome to the land of subjectivity. And let’s not forget the recency bias. Most of us can’t...

While openness can build trust, there's a fine line between “vulnerable” and “uh-oh.” Brené Brown, the goddess, says oversharing isn’t true vulnerability—it can actually result in disconnection, distrust, and disengagement. So why do we overshare at work? Sometimes it is because we want to feel seen. Without our usual support systems—family, friends, faith, community—we sometimes turn our coworker...