Startup founders have infamously unpredictable daily schedules as they work to establish and grow their businesses. What does such an entrepreneur’s weekly, daily, or even hourly routine look like when sometimes there aren’t enough hours in a day? In The Startup Diaries, founders walk us through a week in their lives and show what it really takes to get a fledgling business off the ground.

Nicola Piercy may have co-founded a clothing label, but that doesn’t mean she has a particularly keen eye for fashion. “I don’t weigh in on the designs,” she says, “apart from me going, ‘Oh my God, really? That’s a horrible color!’” To which her business partner, Katie Lopes, usually responds, “Trust me. It’s cool.”

The two founded Stripe + Stare, a U.K.-based brand that sells striped designs like Bretons and knickers (aka underwear), in August 2017, with a £70,000 ($90,000) investment from one of Lopes’s fashion-industry contacts. (Lopes owned a designer boutique, Austique, for more than a decade.) “She’s the creative and sales, and I’m the so-called sensible person,” Piercy says. “I do all the finances, purchase orders, sales analysis, etc. It’s a good balance.”

Piercy had just left her job as managing director of a cooking school in London when Lopes approached her about starting the business. They’d collaborated a decade prior at Austique, where Piercy helped out with operations for a bit, so “it was a pretty easy decision,” she says. “We make a very good team.”

With their financing secured (“The investor had come to Lopes a couple years ago and said, ‘If you ever have a business idea, I’d be interested in backing you,’” Piercy explains), they hired design firms to create their logo and website. The goal was to launch their debut collection at Spirit of Christmas, one of the biggest Christmas shows in London, at the end of October 2017.

“It was total chaos,” Piercy says. But they got the collection done in time, and even managed to follow the show with two more.

It helped that Lopes had been working with a manufacturer in China since her Austique days, using modal, a sustainable fabric made from beechwood trees, to develop the perfect pair of buttery-soft knickers. “When she was running her shop, everyone said, ‘You’ve gotta get the brand Hanky Panky in,’” Piercy tells it, in reference to the lingerie line. “And then she was amazed at these women who came in and bought armfuls of them at £20 a pair.”

Stripe + Stare co-founder Nicola Piercy and her puppy take a break at London’s WeWork 184 Shepherd’s Bush Rd.

So Lopes set out to make her own knicker equivalent. Now her skivvies, which have been tweaked over the years, are the company’s best-selling items, available in more than 30 boutique locations across the UK, U.S., and Germany, and on Shopbop.

“The knickers are what everyone gets excited about at all the shows,” Piercy, a member at WeWork 184 Shepherd’s Bush Rd in London, says. “The moment anyone feels them it’s like, ‘Oh my god, this fabric is insane!’” This year, Piercy and Lopes started manufacturing all of their products, with the exception of cashmere sweaters, using modal. “It is the best fabric,” she says. “So why use anything else?

Below, Piercy shares the details of a recent workweek.

Monday

7 a.m. I get up to let out my 4-month-old puppy, Penfold (she’s named after the wine). Shower, change, have a cup of tea, and walk out the door.

7:45 a.m. Head to Ravenscourt Park to take Penfold for a walk. I usually listen to podcasts such as Holly & Co or Business of Fashion—I always learn something hearing other entrepreneurs’ stories.

8:45 a.m. Arrive at WeWork, grab a coffee and some breakfast (fruit and cereal), and head to my desk.

9-10 a.m. Catch up on email.

10 a.m. Call with Katie. Although we speak about 10 times a day, this is our “official” time to go over things. We talk about what happened last week, what’s happening this week, sales targets, financials, production, PR, and marketing.

11 a.m. Emails. We raised £130,000 before Christmas by going directly to happy customers. Now I’m able to email all the shareholders their share certificates.

We’re using the service SeedLegals for the process, which saved us thousands of pounds and the headache of dealing with lawyers. So many new platforms like Xero (accounting), Vend (point of sale), and Shopify (e-commerce) make our lives easier.

12:30 p.m. Walk Penfold and grab some lunch from the salad bar downstairs.

1-2 p.m. Chase any of our unpaid accounts, reconcile money, pay bills. We have an accountant, but I do this day-to-day so I have a tight handle on everything at all times.

2-3 p.m. Go through all of our sales reports and learn that we’ve sold 13,000 pairs of knickers so far this year!

3 p.m. Penfold gets fidgety, so I decide to head home and carry on from there.

5 p.m. Katie arrives from Devon, where our head office and warehouse are based, and where she lives. She comes up to London every couple of weeks, and I go down every few months. The distance (a 4.5-hour drive) is not the most convenient, but cloud systems make it manageable—and everything is cheaper there.

5-10 p.m. We prepare for a big meeting we have tomorrow with Selfridges [a high-end UK department store]. Knickers and clothes are strewn all over the place as we try to assemble them into sensible piles. We need to be able to pull them out of the bag in order, labeled, and looking great at our meeting with the buyer.

In December, we sent some knickers to Selfridges creative director Alannah Weston, and her office called us immediately asking us to come and meet the buying team. We told them we wouldn’t have our collection for the year until the end of January, so we’ve been working hard on the sample collection for months. Fingers crossed!

Tuesday

8:45 a.m. After taking Penfold for a long walk, arrive back home and smarten myself up. Katie and I jump on the tube and head into town.

9:45 a.m. Arrive at Selfridges HQ ready to meet Rosie from the Body Studio team, which does lingerie, sleepwear, and more. To win Selfridges as a wholesale account would be a big deal. It would place us amongst the great brands.

10-11 a.m. Have a great meeting with Rosie. She loves everything and completely gets the brand. You need all your numbers at your fingertips in these meetings. The product makes up 50 percent of the pitch, and then the margin, terms of trade, promotional strategy, etc. make up the other 50 percent.

Promotion-strategy-wise, if I let Katie have her way, Gigi Hadid would front our next campaign. So I have to keep tight control [of the budget]. We need to spend on promotion without breaking the bank.

“The knickers are what everyone gets excited about,” says Stripe + Stare co-founder Nicola Piercy.

11:15 a.m.-12 p.m. Meet Alannah Weston’s executive assistant, Charlotte, who takes us on a tour of the beautiful offices.

12-3 p.m. After stopping by my house to pick up Penfold, I meet with Ruth at Indian Summer, a top independent store in London. She’s been buying from us since the beginning, so it’s more a lovely chat and a gossip over clothes and knickers. Great to be in these meetings—you get feedback and find out your bestsellers.

4-5 p.m. Head to The Cross in Notting Hill, to show them the new collection. It’s a London institution, so it’s a real badge of honor to be stocked here.

6 p.m. Get home exhausted but elated. It’s the first day we’ve shown the new collection, and it’s gone down really well. We’re on a high.

7 p.m. We’re both talked out so we go and see the movie The Favourite to spend a couple of hours not discussing work.

Wednesday

9 a.m. Get home after a yoga class, shower, and send a few emails before heading out the door.

9:30-11:30 a.m. Head into town to meet with the gynecological-cancer charity Lady Garden. We did a bespoke box of knickers with them last year and donated £5 of every box to them. This meeting is to catch up on sales figures, discuss where we could sell the rest of the stock, and talk about doing a new box this year.

11:45 a.m. Grab a quick lunch with my cousin-in-law.

1-6 p.m. Walk Penfold in the park and then write our newsletters for the week, letting our followers know about new stock and promotions.

7:30 p.m. Host a friend for supper.

Thursday

7:30 a.m. Penfold gets picked up for doggy day care and a run-around in the country.

8:45 a.m. Attend an event at Google’s offices titled “How Will Artificial Intelligence and Machine Learning Affect Retail Marketers?” It’s an amazing presentation from the team at Google and some other industry experts.

2 p.m. Meet Robin Howard, who has just come on board as our chairman. We met him through Julian Granville, the chairman of the catalog company Boden. We initially went to Julian for investment, and he couldn’t invest because it would have been a conflict, but he offered to go to regular breakfasts with us and be our unofficial adviser. So when we needed a chairman, he suggested Robin, who was a huge success at Boden for 25 years.

So we met with Robin last year and just clicked. He’s going to invest, but he wanted to see how we work together first. He’s put loads of tasks together for us, like books to read. It’s fantastic to have someone so experienced help us step back and look at the bigger picture, strategy, and what is and isn’t working.

5 p.m. Meet with Chloe Loves to Shop to discuss a Valentine’s Day promotion. It’s so important to work with influencers who enhance your brand. She has 60,000 followers who are incredibly engaged. When she first posted about us, our sales went berserk. We were on [a major influencer’s] Instagram Stories recently, with millions of followers, and we got barely anything from it. So you’ve got to find the people with the right engagement.

7.30 p.m. Walk to the local pub for supper with friends.

Friday

9 a.m. Head into WeWork with Penfold after a walk in the park.

9:30-10 a.m. Catch up with a merchandising agency that’s helping us with a new display concept. The idea is to create a beechwood tree where we can hang our knickers and packaging—that way people can instantly see the provenance of the fabric. It will be fantastic to take to events.

10 a.m. Receive an email from Selfridges saying they love our products and we should receive a purchase order next week!!! BEST NEWS EVER!!! They want to launch ASAP, so there is going to be a lot to plan, from a launch event to ensuring the product comes in on time.

11 a.m. Get a call from Katie, who is having a meltdown—our part-time warehouse manager is on holiday and Katie cannot cope with all the orders coming in from Instagram coverage we’ve gotten from Dolly Alderton. Exciting times, as we now need to consider hiring more staff, but taking steps like this is always scary—you’re committing to bigger monthly overheads.

12 p.m. I always use Friday afternoons as a tidy-up and planning day.

When you have your own business you have to be prepared to be involved in all areas of it. I’m also quite optimistic, and that always helps if you’re an entrepreneur. You can’t get down when something awful happens or things don’t go as expected. Just stay positive and passionate about what you do.

5 p.m. Leave the office at a reasonable time!

Photos by Adrienne Pitts

Shortly after she turned 25, Julie Zhuo became a manager for the first time. This was at Facebook, where she started as the social-network’s very first intern 13 years ago, and where she still works, as vice president of design.

Zhuo admits that in her earliest days of leadership, she had no idea what she was doing. “When teams grow rapidly, there’s a lot of opportunities for leadership,” she says. “But it’s not usually the thing that [startups] are focused on because we’re figuring out what we can do to keep things running.”

As Zhuo grew as a manager, uncertainty followed. So she took matters into her own hands, recording her musings on her blog, The Year of the Looking Glass, which she began as an act of self-reflection. It struck a chord—week after week, her most popular articles were on the topic of being a first-time leader.

In her new book, The Making of a Manager, Zhuo crafted the field guide she wished she had had after that first promotion nearly a decade ago.

Initially, one of the managerial responsibilities Zhuo most struggled with was giving feedback—especially critical feedback, given that many of her new reports were once her direct peers. But constructive criticism, while challenging to give and receive, is a gift. Zhuo is so devoted to feedback, in fact, that a whole chapter of her book (Chapter 5: “The Art of Feedback”) is based on it.

At a recent event at WeWork 315 W 36th St in New York, Zhuo spoke about how employers can give more caring and productive feedback that leads to positive action. Below, Zhuo discusses four steps managers can take to maximize their critical feedback—even if it is really, really critical.

Julie Zhuo was prompted to write “The Making of a Manager” after becoming a first-time manager at 25 and feeling unconfident in her leadership skills.

Step 1: Establish a baseline of trust with your reports. Well before a situation arises, make it clear to your team that you’re their coach and their ally. In the first three months of your tenure, carve out standing one-on-one meeting time to get to probing questions like, What do you really care about? In three years, assume you had your dream job—what does it look like? What are the things you’re scared of or nervous about? By establishing an honest relationship right off the bat, you can set the tone for potentially more difficult conversations in the future.

“Sometimes it takes a little time to develop the trust,” Zhuo says. “But it starts by asking those questions to truly try to understand someone and have them understand you, too, because you’re not going to get that much honesty and vulnerability if they’re not getting any of that in return. It is a two-way street, and I think the first three months is really about building that relationship.”

In her current role (she leads the team responsible for the design of the Facebook app), Zhuo blocks out one day a week for one-on-one sit-downs. These discussions shouldn’t be viewed as meetings for managers to get status updates, she says, but rather focused on the report (who, by the way, should walk away from the conversation thinking it was a great use of their time).

Step 2: Remind yourself why this matters. “I’ve read thousands of reviews people have written about their managers over the years, and I can assure you that, by far, the No. 1 ask is, ‘I wish my manager would give me more feedback,’” says Zhuo. However, feedback only counts if it makes things better, so the onus is on you as a manager to develop a practice that’s going to benefit both of you.

“People don’t like to be surprised,” she says. “A lot of our doubt might come from that lack of alignment between how other people see us and how we want to be seen. Just knowing the truth is a lot more grounding than having someone wonder all the time.”

Outside of one-on-ones, commit to what Zhuo calls “task-specific feedback,” or objective comments meant to help people do specific activities better. Our behavior changes when someone acknowledges that we’re doing something well; psychologically, encouragement prompts us to stretch ourselves even more. Give task-specific feedback to all your reports, and give it often.

“I’ve read thousands of reviews people have written about their managers over the years, and I can assure you that, by far, the No. 1 ask is, ‘I wish my manager would give me more feedback,'” says Zhuo.

Step 3: Tell it straight. So the moment has come—it’s time for you to confront an issue with one of your reports. No matter the circumstance, avoid “compliment sandwiches,” or starting and ending your feedback with praise with the criticism wedged somewhere in the middle.

“Say the news as plainly as possible so there are no misinterpretations,” says Zhuo. “It’s just harder for someone to understand what the actual message is. If you want to tell someone something you know is going to be disappointing to them, just tell it directly to them. It is a sign of respect.”

Zhuo offers the following template: “When you <XYZ>, I felt <concerned/disappointed/upset> because <ABC>. I wanted to bring this up with you to understand your perspective and see what we can do work through it.” If you’ve done the first two steps, your reports will see you as their partner, not a bully. “It’s important for us to recognize why, sometimes, we should put ourselves in that uncomfortable position: It’s meant to help somebody else,” she says.

Step 4: Remain curious about the other perspective. To prevent your feedback from coming across as an accusation, engage in your report’s response and encourage a discussion. Zhuo says it’s always helpful to end your criticism with a check-in, like, “Does that resonate with you?” If your report says yes, that’s great—they’re acknowledging it, and you’re already on the same page. But if they say no, that’s OK, too, because you’re not delivering a verdict, rendering their points moot.

“Now they have a chance to tell you how they feel—why they have a different perspective or why you might be the one who’s misinterpreting right and wrong,” she says. Start with the phrase, “I want to understand your perspective and I want to see what we can do to work together,” and go from there. “You want them to know you’re doing this because you care about them.”

Illustration by Vladimir Obradovic/iStock; event photos by Lori Gutman

After completing his last treatment for stage-four throat cancer in 2009, Michael Hayes, a serial entrepreneur with a software-engineering background, spent years thinking, How can I use software to solve problems in the real world?

The problems he was most interested in solving were the big ones—cancer prevention, detection, and cure. But it wasn’t until around 2012, when breakthroughs in machine-learning made it possible for computers to read massive amounts of medical-records data, that Hayes began to see the role software could play in cancer care. In 2018, Hayes founded the nonprofit research organization CancerAI, a member at WeWork 625 Massachusetts Ave in Boston that aims to break down the walls between organizations and across sectors to bring the results seen in experimental research to the real world.

Removing the barriers in communication, says Hayes, is key to developing the artificial intelligence needed to improve cancer prevention, detection, and treatment. “In some ways, everyone who develops cancer has a unique case,” he says. “That makes fighting cancer extremely daunting, which is why collaboration amongst different cancer-fighting groups is so important.”

Hayes and CancerAI had a seat at the table this past fall, when WeWork and the Biden Cancer Initiative (BCI), a nonprofit founded by former Vice President Joe Biden and his wife, Dr. Jill Biden, launched their “collaboration hubs” in cities across the country. The aim: to make sure that every person, no matter where they are in their cancer journey, has a voice in the fight against the disease.

CancerAI is a founding member of the collaboration hub in Boston, and in the organization’s first session, members of the Koch Institute for Integrative Cancer Research and the Broad Institute were present.

“It was small, it was the first step, but there was a lot of interest in the collaboration in the Boston area,” says Hayes.

These hubs—which have expanded to New York City and San Francisco—broaden what is normally a one-sided conversation to include stakeholders or members of the community who would not normally be involved in decision-making.

“It’s incredibly important to get perspectives beyond CEOs of top pharmaceutical companies,” says Catharine Young, BCI senior director of science policy. “Whether it’s a nurse or a caretaker, they all bring with them a wealth of knowledge.”

Earlier this year, Dr. Rahul Remanan, who has hosted sessions associated with BCI for years, led a collaboration hub at WeWork 750 Lexington Ave on New York’s Upper East Side. At the gathering of about 70 professionalsmostly technologists and health-care practitioners—Remanan, who is trained as a doctor and founder of the full-stack AI firm Moad Computer, focused on the idea of open data systems used in early cancer detection.

“I want to reach out to as many people as possible around [the technology] because I know I can’t do it on my own,” says Remanan, who shared his collected data before discussing the lessons and range of challenges of using artificial intelligence in cancer detection.

The push for shared data in medical research is a departure from tradition with a huge potential payoff: The hope is that if these technologies become successful on a wide scale, the highest-quality cancer care can become available to everyone. The software systems Remanan and Hayes hope to build can help doctors by flagging high- and low-priority images, greatly increasing the likelihood of getting a diagnosis for the people who need it most, no matter where they live or their socioeconomic levels.

“[We would] have an efficiency that’s accessible to anyone from across the world,” he explained. “You don’t have to pay more and more money to get quality care.”

“The future is here—it’s just unevenly distributed,” says Koios Medical CEO Chad McClennan, an AI medical-image-analysis platform approved by the FDA that analyzes the data in images and notifies physicians when something in an image, often naked to the human eye, looks suspicious.

This virtual second opinion can level the playing field for patients everywhere. Accuracy goes up, fewer people are sent home mistakenly, and fewer people are subject to treatment that turns out to be unnecessary. Koios, a member at New York’s WeWork 500 7th Ave, has half a million images linked to pathology results and is currently deployed with about 50 physicians in the New York area. “You have an expert’s second opinion at your disposal instantly and ubiquitously,” says McClennan, who is currently planning a hackathon at a collaboration hub.  

The future that McClennan speaks of can be available to everyone—regardless of geographic location or income—only if the fight against cancer extends across silos and disciplines.

“It’s hard and it takes time, but I’m optimistic that it will happen,” Hayes says. “Within a couple of years, some of these [software] tools will be quite prevalent in making a big difference in the fight against cancer.”

Photo courtesy of iStock

I’ve always had this theory that money can “feel” different, depending on where it comes from. That the money you get for grinding out paid work for a company has a different energy than the money you get for your true-blue creative-soul work (if you’re able to get paid for that work at all).

But there are many artists and creatives who make a strong case to the contrary. A group of them came together recently to discuss the intersection between art and commerce at a panel co-hosted by WeWork x BRIC at WeWork 81 Prospect St in Brooklyn, New York. They shared what it means to be a working artist in today’s world, how corporate work can inspire a richer artistic practice, and the trick to maintaining your ethical center when a company is footing the bill.

Every bit of making feeds the beast.

“I’m lucky I get to make art every day,” says Mike Perry, a multidisciplinary artist and illustrator. To Perry, there is no line between “art for them” and “art for me”—rather, all the work he does feeds his daily practice. “I love an assignment because I’m free to explore, learn something, experiment with new materials and ideas,” he says. “I can be influenced by something I’m paid for.” Perry says he can sit down at 7 a.m. and work on a project for T-Mobile for five hours, then turn to his tackle box of oil paints in the afternoon to create something entirely for himself.

This conversation goes way back.

The Baltimore-based street artist-cum-muralist Gaia is quick to point out that art has been dependent on commerce for centuries. Drawing a strict boundary between what is “real” art and what is paid for by someone else doesn’t add much to the conversation, he says—and if taking commissions allows the artist to focus on their work and put food on the table while remaining in touch with the real world and engaging with audiences, why shouldn’t they?

Panelists (from left) Mike Perry, Devin Vermeulen, Gaia, and Chelsea Campbell with moderator and WeWork’s vice president of content and campaigns Laura Brounstein (center).

Boundaries spark creativity.

As a creative director at Pandora, Chelsea Campbell works within some of the strictest borders of all: 30-second audio ads. “Constraints make for better creation and better creativity,” she says, noting that the ad can play to the listener’s “theater of the mind”.

Money affords bigger, better projects.

If someone will pay you to go bigger—and let you learn how to do it in the process—could you turn it down? “Scale is hard, and money makes scale happen,” says Perry. Money also allows projects to expand and grow. At Pandora, the algorithm is so good at predicting what music listeners will enjoy because musicologists work behind the scenes categorizing each song by up to 400 traits. This form of creativity is born from technology funded by a corporation … but it trickles down to a pleasurable user experience. When Pandora uncovers your new favorite song, you’re not thinking “What a smart technology company,” but instead, “Wow, they know me so well.”

Ethics drive compatibility.

Finding a brand or company whose mission aligns with yours as an artist is critical to a successful collaboration. When Devin Vermeulen, a senior creative director at WeWork, asks an artist to create a mural for a WeWork location, the project isn’t just in service of the brand. He’s going to them “because we like what they do and want the project to align with their mission,” he says. “We want to see success as a byproduct of having an impact on the world.”

Every project needs to please stakeholders.

Any creative project comes with different voices telling the artist what to do—and that doesn’t change whether it’s a corporate gig or a mural on a street corner. Gaia says it’s important to build consensus among competing agendas and what each person expects to see. “My job is to synthesize and find a balance” between everyone, he says, whether that’s a hotel manager with specific needs for an installation, or a grandmother living on the corner in Baltimore who has expectations for the art that should be on her street.

“Selling out” is different for everyone.

Perry noted a recent uptick in the use of the phrase “selling out,” which he says peaked in the early 2000s and now seems to be coming back around. Perhaps that’s a function of a robust economy—more companies have the ability to commission artistsas more people are ditching the 9-to-5 and identifying as artists and creatives.

But when a brand and an artist want to work together and their missions align, there’s no harm done, says Vermeulen. Campbell put a fine point on it: “Sellout has turned into collaboration.” It’s the artist’s prerogative to decide what “selling out” means for them—if it means anything at all. Getting paid by a corporation may allow them to live their dream in another capacity.

The blur can be good.

Perry recounted creating a giant 80-by-30-foot mural for Jameson whiskey. People on Instagram loved it, and he was confused—It’s an ad, he thought, They all love an ad?! Finally, someone told him, “Mike, we’re just really happy you got a job!”

The public is often less concerned with the distinction between art and commerce than one would think, especially if the merger gives rise to something better. As Vermeulen said: “If I’m going to be bombarded by an ad, I’m glad it’s done by an artist.”

For all the blurring of art and commerce, Perry said something that rang in my ears after the night was over. “Maybe,” he says, “we should think about ourselves as humans and people and not brands at all.”

Photos by Lori Gutman

As the space between work and not-work becomes ever more blurred, questions about how to do this thing we plug away at for 30 or 40 or 70 hours a week become all the more expansive. In this column, Work Flow, we’ll delve into the novel dilemmas created by the new ways we work, as well as timeless questions about ethics, gender assumptions, and toxic work situations (and how to escape them). How we work is an important component of how we live—and we’re here to help you do better at both.

Something messing with your flow? Unload your work problems here, and you’ll not only feel heard, but you’ll also get unbiased, real-world advice. (That’s something your work sibling/spouse just can’t offer.) Tell us everything: creator@wework.com

Our office has recently moved into a new building with an open-office format, and while I love the collaborative vibe, I’m having trouble with the fact that people assume I’m always available. I’ve tried using headphones, but this does not deter folks from interrupting me—even when I am clearly busy. Any suggestions on how I can better manage this transition?

Headphones are a start. (Are yours noise-canceling? Here are a few options for you, if not.) The trick is, you must sometimes remove your headphones completely—when you’re not in “uninterruptible” time—otherwise they become just another part of the scenery and something people will ignore. Set the expectation that when they are on, you’re working on something urgent and should not be bothered. If someone comes up to ask you a question during that time, tell them politely, “I’m so sorry, I’m on an immediate deadline. Come back at X time and we can talk?” Then get back to work. People should begin to get the point.

You could also ask your boss to send a reminder that headphone-wearing folks should not be interrupted unless the matter is truly urgent, like the copier is on fire. Alternatively, is there a conference room or empty office where people needing extra quiet might work on occasion? Some of the frustration may be from feeling helpless in this situation, and acting in a forward-thinking way can combat that.  

How can I exit a job gracefully? People become close (professionally) with their bosses, now more than ever. You follow each other on social media; maybe you even hang out casually outside the office. Can I tell my boss—whom I trust—that I’m looking? Are there new rules?

Every so often, the old rules are the best rules. The long-held standard of two weeks’ notice is there to help you out, as are the general best practices for resigning: Tell your boss in person if possible, write a nice resignation note (even an informal email thanking them for the opportunity and what you learned), don’t steal a bunch of staplers when you leave.

I would not tell even a boss you’re close with that you’re looking for another job before you actually have another job and are officially ready to give notice. When we’re very close with the people we work with, there may be an urge to say, Oh, I’ll stay longer, I’ll help find my replacement, I’ll do whatever it takes to make this transition easier for you, my friend—but don’t do that, either. Quitting a job is like a breakup; setting boundaries, and adhering to them, is important.

And here’s the thing: Your boss is not your friend, really and truly, even if before they were your boss they were your friend and after they are your boss they can again be your friend. Your boss is your boss, just like your company is not just some lovely spot with good coffee where you happen to sit and do work on your laptop now and again. The boss and the company should be treated with respect during your relationship and also as you’re ending it. Think about what you would prefer if you were in their shoes—but don’t undermine your own interests and well-being to achieve that.

Treat the severing knowing that you might want a recommendation from this person down the road. (You don’t have to keep following each other on social media. Kondo that stuff if it doesn’t bring you joy!) The important thing to remember is that this person might be your boss again at some point, but even if they’re not, they can help you figure out other opportunities, connect you to new professional acquaintances or gigs, and even be mentors. Or even better, good friends.

How can you tell someone you love that having their email signature in Comic Sans looks really bad?

Be brave enough to send them this link. In the case that the Comic Sans user is someone you don’t love, let them dig their own grave.

Illustration by Jiaqi Wang