 is when they win gold or silver, but especially when they win gold because gold, everybody remembers number one but nobody remembers number two. So number one is what they go for but how many number ones can you have? That's the problem. You have so many athletes trying to be number one but only very few would become number one and what happens if you do become number one and the limelight is taken away, like in the day on this case, the limelight was taken a little bit away a lot from the occasion because of what happened. So that's not how to psychologically believe. The problem with that, you know, we all love appreciation and we all love recognition and you know most people like others to acknowledge it. Some people don't want to be in the limelight and that's fine too but the problem then is what happens when the feedback's not great. It's very public isn't it and this is the thing with doing the media interviews or but also social media as well. I don't know how many of us would cope so well if every day we were getting a whole bunch of people commenting on our work performance, you know, who aren't even in our workplace. Well imagine if you do your gym sessions with a camera following you around and picking up everything that you do wrong and you do right and people making comments on that. Type O you make on an email or ring you know. So you want recognition and you want feedback and I think that's an important thing. Workplaces and for us for our own mental health, we want recognition, we want certain status but we also want feedback. So this is important but we talk about recognition, we don't talk about praise. We have to be able to take that feedback too, you know, whichever way it comes. We can't just as managers tell everybody it's all wonderful all the time, we have to be real as well so. But just like with exercise, yes, you do it for the benefit of the physicality of it, of the psychology of it, but you know as people we want to know am I losing weight? That's a feedback mechanism or am I putting muscle on? Am I looking a little bit better? Am I getting stronger? Am I getting healthier? Do I have less colds? Do I have less physical issues? So that's kind of feedback. You also get the feedback from your trainer, your form, are you doing it right? What do you need to do? What are the sets? What's the repetitions? So you're getting all that feedback and in the workplace we can learn very important lessons from that. So people need that recognition, they need the status, not necessarily recognition status. Do they feel important? Do they feel that the job is important? Is this that being done? And the other one is, do they get enough feedback to know that they're doing a good job? So this is the problem between school and universities and workplaces. You go to school and university and you get feedback. You get a lot of feedback. You get told exactly how you're doing. Then you go into a workplace and you don't get... You don't get an A or a B or a C? You don't. Sometimes you're flying solo, you don't know. Sometimes you know people are not happy with you but you don't exactly know why they're not happy because people are afraid to tell you or we're politically correct or we don't like to hurt people's feelings. So that's a good thing for managers to think about and to remember. People need status, they feel that it's important what they're doing but they also need good real feedback that is not sugar coated but presented in the right way. And then if we have these elements that's not just the movement or the work that we're doing but there's certain elements that need to be observed for good mental health to happen.