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The purpose of the IT Leaders Council is to bring together IT Directors and Managers for leadership training, educational content from guest speakers, and peer discussions in a vendor-free, collaborative environment. IT Leaders Councils are currently offered in Indianapolis, IN and Columbus, OH, with more cities coming soon!
00;00;00;00 - 00;00;23;02
Speaker 1
So let me let me set some context here. I work at Central Consulting. I spend my full time hours being a consultant, and then I teach in the evenings at University of Cincinnati. And so most often I find myself in these kinds of positions. Last night I was teaching a class and I love this stuff. It never gets lost on me.
00;00;23;02 - 00;00;57;19
Speaker 1
The impact that this has on students and or people who who gave up 2 hours of their Tuesday morning. I had to think about that for a minute. I was teaching until 10:00 last night and so and there was an early morning. So it's Monday is running into Tuesday of quickly. So for giving up your half of your your 2 hours of your Monday does not get lost on me the importance of this and so what I'm going to talk about today, I got introduced to this topic about ten years ago, a lady who she actually passed away during COVID.
00;00;57;21 - 00;01;20;02
Speaker 1
I don't know if you've anybody has read this book. I do a couple of giveaways today. So if you raise your hand, you might get the book. It's fabulous. This lady's name is Judith Glazier. She is. I heard her speak at an event down in Orlando, Florida, and I spent probably the next year tracking her down to try to learn more from her.
00;01;20;04 - 00;01;44;22
Speaker 1
I got a hold of her and then I spent about six months in conversation with her to learn more about this topic because it fascinated me. So this topic today, I believe, is an absolute game changer. Your leadership skills. My background is I have spent over 20 years as a work development consult. I know nothing about your space at all.
00;01;44;22 - 00;02;10;04
Speaker 1
Of the 9/10 of you in this room. I am the least technical person. If I could turn my computer on and I can get in my email, it's a victory for me. So I know nothing about your space. I am a one trick pony in this world of multi skill, multifaceted people that are multi everything. I am a one trick pony.
00;02;10;06 - 00;02;31;03
Speaker 1
Okay, this is all I know. This is all I do. I have spent all 20 years of my career trying to fix cultures. How successful do you think I have been trying to fix culture? When you go after culture, I sit in front of leaders and they say we need culture change. Right? Raise your hand if you would like a culture change in your organization.
00;02;31;05 - 00;02;53;02
Speaker 1
Okay. Welcome to the club. I spent 20 years trying to do it, then emerging and what it started to emerge in May ten years ago was, Why am I never successful changing the cultures? Because I was going after something very nebulous, right? The culture. If we we could defined in 100 different ways. It's kind of the air we breathe.
00;02;53;02 - 00;03;21;18
Speaker 1
It's too it's the way we do things. It's our norms, it's nebulous. It's hard, right? And when you go after culture for culture sake, good luck. I've been trying to do that for 20 years and have a mentality successful in doing it. What I found through time, through the work of Judith Glaser, it was really when I shifted my focus to going after people and more specifically going after the conversations we had.
00;03;21;20 - 00;03;42;02
Speaker 1
We were actually successful in shifting cultures at work. And so that's why I spent a year trying to get a hold of her because she was the person where, when she spoke, what she said resonated with me because I thought of all the experiences that I had thinking about. If I could do that work, it would be meaningful to the culture of the organization.
00;03;42;04 - 00;04;01;13
Speaker 1
And so when I say that this is a game changer for you, I say that because it was a game changer in the work that I do. And so I fully believe you invested 2 hours here today. I would love it if you would walk out of here and say, I'm going to experiment with one thing that he said, okay, if you like this forum, I was the speaker.
00;04;01;13 - 00;04;29;20
Speaker 1
If you don't like it. In your survey, Eric sat ladies job. So yeah, absolutely. I didn't want to be too close or so. Thank you. Don't. All right. I would be remiss if I didn't give her definition of this. She and no joke. If if you hear her speak in her TED talks or she has a great one that she did with the Gates Foundation, she's worked with every big organization.
00;04;29;25 - 00;04;51;16
Speaker 1
If you name them, she's probably worked with. So she defines or she states to get to the next level of greatness depends on the quality of our culture. Do we all agree with that? Like, if you want to go to degree, your culture better be pretty great, right? So to get there, we got to we got to strengthen our culture, which depends on the quality of our relationships.
00;04;51;16 - 00;05;11;16
Speaker 1
Who would agree with that? I think I see a lot of hands and shaking hands. Good. Okay, so we're all in agreement there, which depends on the quality of our conversations. I'm going to flip the question here. How many of you sort of like that piece of it? You have to get down to that level of detail, meaning like cultures.
00;05;11;16 - 00;05;34;09
Speaker 1
If we stripped it all the way back, we would get it back to conversation. Is that anybody ever thought that detail about culture? I was in culture work and I never thought about that. It I am I am 100% telling you it is the only way I've ever impacted culture in this list of what I told you is the only work I do.
00;05;34;14 - 00;06;03;19
Speaker 1
I'm not good at anything else in this world other than culture work. So everything that happens happens through conversation. We're going to we're going to spend, I think, the next 20 minutes, over a half hour. Right. Okay. We're going to spend the next 20 minutes just unpacking this. Please. If you have questions, ask them in the moment. I do not want to disrupt your train of thought with my words.
00;06;03;21 - 00;06;28;01
Speaker 1
I absolutely am a believer in words. I think worlds will live inside of words. So I don't want to disrupt your good thoughts with my words. So please interject as we go and I'll say 5 minutes at the end so that we can we can populate some questions. Cool. All right. What is this thing called conversational intelligence?
00;06;28;03 - 00;06;50;19
Speaker 1
I want to I want you to focus on because this is this is foundational. It's a grounding principle. What I'm going to talk about, conversational intelligence is the hardwired and learnable ability guide that if don't remember anything, remember that. Please guide as a grounding principle to the rest of what we're going to talk about for the next 20 minutes.
00;06;50;21 - 00;07;11;03
Speaker 1
It means that you are sitting here investing this time in you can learn this skill. It's not innate to all of us. It's actually the reverse of that. If you think about life, our human nature is very first. Our very first human nature is to survive, which automatically meets. I am selfish by nature. Okay, here's the good news.
00;07;11;05 - 00;07;37;19
Speaker 1
We share one thing in common in this room. We all look and feel and act differently. We share one thing, and that's where humans, which makes us what? This doesn't get a book, but this is a good answer. If you can come up with an imperfect and messy, which was actually then perfect. Yes, we all share that. We all share that we're human, we're perfect and we're messy.
00;07;37;26 - 00;08;02;28
Speaker 1
Great starting point. Great. Jumping off point for my talk. Great. Really positive on a Tuesday morning. Now, the second part of this is Hardwire learnable ability to connect, navigate and grow with others, which is a necessity in building healthier and more resilient organizations in the face of change. If you changed the word organization today, I would absolutely love it.
00;08;02;28 - 00;08;22;08
Speaker 1
If you said often, I will experiment with something, Brand said in my home life that would make me happier because I am a firm believer that if you're better at home, you'll be better at work. So if you do that, if you walk out of here and I'm going to have I'm going to have a couple more challenges for you.
00;08;22;10 - 00;08;43;29
Speaker 1
So so get ready. If you walk out of here and you email me something, I made this almost two years ago for people to email me afterwards. It's it is. I rode that high for about six months after that. And two of the four did something at home, not at work. I don't care about your work. I do care about your work.
00;08;44;01 - 00;09;11;08
Speaker 1
I care less about your work than I do about you. You mean I've good whatever life role you play? Yeah. All right. I beg and grounding. I'm an odd person or development person. We ground everything. Here's a grounding principle. This is another thing. If you walk and if you write one thing down today, and I might give you a I might send you a book for this.
00;09;11;08 - 00;09;32;16
Speaker 1
You write one thing down today and you repeat it to me. Relationship precedes task and transaction. Anybody Can anybody define what that means? Go ahead. Yeah. How would you So.
00;09;32;19 - 00;09;37;19
Speaker 2
Yeah, so silly. You think we have less than people care, right?
00;09;37;21 - 00;09;45;05
Speaker 1
Yeah, absolutely. And if you don't have a relationship, what does that mean?
00;09;45;07 - 00;09;47;17
Speaker 2
Yeah. And out of this.
00;09;47;19 - 00;10;12;24
Speaker 1
I usually don't care what comes out of your mouth right now. A lot of that we're not saying out of a permanent trust dries up. Just hang on to trust. Okay? All right. Grounding principle. Why is it important, though? Why is this conversational intelligence idea and concept important? I hope to make a very good case. So we are going to give away the first book.
00;10;12;24 - 00;10;42;14
Speaker 1
If somebody can answer this question forward, is anybody buy books off Amazon? Go. It's good. So, Russ World. So with if you buy a book off of Amazon, you know, you can search and filter it by leadership and businessman, but that's a category you can search. Okay, So there's two of the most referenced words and titles of leadership and business management books are what?
00;10;42;14 - 00;10;58;03
Speaker 1
And I will give you one of them. It's leadership. But what's the other one? You get a book, it No relationship? Nope. You got a book?
00;10;58;06 - 00;10;59;10
Speaker 2
Yeah.
00;10;59;12 - 00;11;20;10
Speaker 1
But it's a great book if you want to sell it on. The books are very hard to find. I can tell you, due to pass away almost a year ago. And finding her books now is is difficult. So hold on to it.
00;11;20;17 - 00;11;22;11
Speaker 2
All The bidding starts at one.
00;11;22;11 - 00;11;53;18
Speaker 1
Bless. Yeah what I was I was of there I had a hard time getting hold to open so trust over 50 57,000 leadership books on trust in the title on Amazon got 57,000 plus Guess how many respondents listed Trust is number one quality of a leader they'd follow. You don't have to guess because it's on the screen. It's 83%, 83%.
00;11;53;18 - 00;12;36;29
Speaker 1
And that was from a Is everybody familiar with centers of creative leadership? Anybody who's at their workplace, it's awesome. One of the tools that they do is a leadership index, 83% even I was blown away with that number. That's that's high the number one guy. So trust probably pretty important. Where does trust start? If I said and I do part of my career, part of my movement in life is to coach and teach others leadership because I did it so poorly that I learned a whole bunch from those or examples of leadership and so became my life's mission to coach and teach on it.
00;12;36;29 - 00;13;04;05
Speaker 1
And so because those that can teach right, so now I have carried that for so this is a this is a resounding statement. But when we say if I told you today, hey, you just need to get it, and if I my coaching to be really back coaching by the way, if my coaching to you was, hey, you just need to get better at this trust thing and you would be a better leader, right?
00;13;04;05 - 00;13;21;28
Speaker 1
We would all agree with that. Right. But what does it mean? How do I get better at trust? Anybody trying to do that? Anybody got a 360 and came out to be that trust. It was fairly low. And you as a leader, I hurt right by I've had that result. Diane gets it every year and it's three six.
00;13;21;29 - 00;13;25;20
Speaker 2
Year.
00;13;25;22 - 00;13;46;22
Speaker 1
Process never got it. So it's tough and it's a tough thing to work on. And quite honestly, like, I didn't have this right. Let me remind you, this is the only thing I do, so I got to be good at it. Otherwise I don't have a career. I didn't have a good answer for this. Like, Hey, trust is low.
00;13;46;25 - 00;14;19;12
Speaker 1
What do I do about it? Well, out and go and do X, Y and Z and until Judith introduce me to peel back the layers of the onion for me and said, In order to build trust you, it has to start with conversation. Good. And that is absolutely what pushed me down this path to start to seek out if we got if leaders and organizations got more intelligent around conversations, how much better and how much further and how much faster could they go.
00;14;19;14 - 00;14;47;15
Speaker 1
And so I've been doing this work now for a little while, and I am telling you with resounding results, if you get better at conversations of magically your leadership skills, get better overnight. Guy you believe me. But if you don't, it's it's great. I have told you a whole bunch of stuff, but what do we actually do about it and am I ever going to actually get there on I promise you I will.
00;14;47;15 - 00;15;17;09
Speaker 1
Just not quite yet. So we're all blind spots. That's the bad news. Everybody has them. If you don't know your album, I hate to be the person to tell you you have them, which you do. We all do. And so there are some common conversational blind spots. These are not my common conversational blind spots. This is research that the WI Institute did, which was started by Judith Glazer.
00;15;17;11 - 00;15;50;06
Speaker 1
And so these are the five conversation final blind spots. I want to bring them to your attention today because you will absolutely find yourself in at least one of these. I usually find myself playing in four or five of them and so it welcome to the club. If you're if you're with me and you are a common participant in many of these blind spots, how many of us not we usually only see our point of view.
00;15;50;08 - 00;16;20;07
Speaker 1
Oh, geez. Boy, I mean, yeah, I mean, if you're Chris, fine to me I'm not. And so but my lens is usually about like this. Why can I? Now, the good news is, if we go back to the definition, this is hardwired and learnable. So I can learn that implies that I can learn to widen my words get with is the number one.
00;16;20;09 - 00;16;31;16
Speaker 1
These are in order of how they how often do we do this? Finding these as blind spots in their serve. They were so not seen behind beyond your point of view.
00;16;31;18 - 00;16;32;23
Speaker 2
Is that highest or.
00;16;32;29 - 00;16;57;26
Speaker 1
Highest order starting right here, 1 to 5 shutting down because of fear. Right. At some point in conversation, we toe the line of wild transparency, which pushes us into fear, or we just toe the line of I'm not sure I really want to go to this place because it might open up something that I'm not really sure that I want to open up to yet.
00;16;57;29 - 00;17;20;20
Speaker 1
And so we shut the conversation down because of our own fear and vice versa. The other person may may shut it down because of their own fear. So that's number two. Number three, I will raise my hand on this one, and I'm going to give you some tips on how you don't do these things, too. Okay. It's coming, I promise you.
00;17;20;22 - 00;18;13;24
Speaker 1
Not hearing What is really sad, though I often will have my frame of reference in mind and I hear the things that I want to hear. All right. If you're if you're a husband, raise your hand. Got. We do this as a as an art form in our in our personal lives. It becomes our art. And we make a science of it because we're such good artists of it, we absolutely struggle to hear what is really said because we have our own mental stories going on, part of the brain that makes us interesting, unique ladies in the room, unique and interesting is very sexy, so it makes us unique.
00;18;13;27 - 00;18;42;16
Speaker 1
All right. Fourth one listing to reject. This is a fascinating one to me. I had to dig into this one a little bit to understand the meaning of it. So I looked at the research on it and Adobe, this is one I probably don't resonate with as much. And so this concept is really like, I'm listening to you only to reject the statement you're making to show that I am right.
00;18;42;19 - 00;19;04;26
Speaker 1
Okay. Now I can I can relate to that last piece of it because I have this need I'm going to talk about when I talk about priming, I'm going to talk about it. I have this need to always be right. And so, you know, this is probably a true blind spot for me because I can't see it. But I know that the need to be right is there.
00;19;04;29 - 00;19;30;20
Speaker 1
And so this is probably my blind spot. I said, this is not be right, raise my hand. So it was me. This is my blind spot listening to her. Jack. All right, last one. Oh, man. Only if we got better at this. Only if we got better at this. Ask questions for which we already have your answer. Not the answer.
00;19;30;20 - 00;20;00;24
Speaker 1
What? Your answer. How many of us do this? I do it all the time because I'm afraid if I ask a question that I don't have the answer to, either look down, which is? Which is a we feel Brad all the way back. That's a great fear guy. Or the person will respect me or I'll lose trust or a thousand other reasons for which I only ask question for which I have the answer too.
00;20;00;27 - 00;20;28;15
Speaker 1
Which leads us where in a relationship, if we ask questions that we have the we have our answer to, how do you think to how rich do you think the relationship is? It's absolutely one sided, guys. So this is where I want you to. If you walked out of here and you said, I'm going to do this better at home, you would have less one sided relationships at home and you would be better at work for that guy.
00;20;28;15 - 00;20;52;15
Speaker 1
So that is a high, high challenge for everybody in this room. If I ask questions for which I don't have the answer to and I did that just at home, would I have really rich two sided relationship in conversation? Yes, you would is the answer. And yes, you can thank me later. All right. So here's a little bit.
00;20;52;15 - 00;21;12;03
Speaker 1
I want to get a little nerdy with you for a minute. So allow me to do that. This is my only time that I will get nerdy. I promise you. So this is the I, too, we spectrum. And this is this is Judith's work. This is not my work. These are not my thoughts. I am speaking on behalf of a great mind.
00;21;12;06 - 00;21;38;06
Speaker 1
The idea re spectrum is so this. Let me really get nerdy with you, okay? Because this needs some context. Does anybody know that trust and distress us actually live in two separate areas of our brain, right? We think of them kind of jointly like like it's one thing, it's trust and then there's distrust, but it's one thing, right?
00;21;38;09 - 00;22;05;04
Speaker 1
It actually they live in two separate areas of our brain. One trust lives in our prefrontal cortex, the front of our brain, and distrust lives in the amygdala, the back of our brain. Okay. And so it's fascinating because we're engaging different parts of our brain for those two things, which means that we can separate those two things pretty well by according to neuroscience.
00;22;05;06 - 00;22;37;14
Speaker 1
Okay. So this spectrum here is saying like this cross lives over here on the left, which is we're going to we're going to talk more about this. This is the protection side, right? This is our this is our innate built in need to protect and survive. We were created for the very first thing is for survival. Right. And so it's our that's our first place of residence when we're in conversations, I just need a survival guide.
00;22;37;14 - 00;23;11;04
Speaker 1
So level one is transactional, right? That we're going to we talked about relationship or transaction. Okay? Level one conversation is transactional, meaning we create territory, we create fear, competition, all that good stuff. The outcomes is we get resisters and skeptics in your organization. If you're working on a project, are there resistors and skeptics? Yes. Okay. They are living in level one conversation.
00;23;11;06 - 00;23;46;06
Speaker 1
Level two is the conditional or oppositional, and level two is we advocate a position, idea or concept. A lot of you are doing this throughout your day to day kind of work, right? We're advocating for some sort of idea. We need to go to X in order to go to next, we need these, you know, five principles. So we're advocating, but we're not quite yet over into this area, which is co-creation high for us, which is truly transformational conversation.
00;23;46;08 - 00;24;19;18
Speaker 1
So in level three, we share openly. We open up our inner thoughts, ideas and concepts are truly a wide open, safe space for conversation. Okay, so this eye to we spectrum is important, and I want you to focus on that. You said there was a laser. I'm testing it. These two words pretax and partner When I'm in when I'm in level one conversation on protecting guys, I'm putting up a wall.
00;24;19;18 - 00;24;50;00
Speaker 1
I'm building a safe hold for my ideas, my thoughts, and I'm not allowing you in what I'm in. Level three conversation, which, by the way, according to the research, has very little time to spend in level three conversation. So the good news is for you, if you're not resonating with that. So join the rest of the club because not many people are engaging in level three, but in level three, we're moving to we and we're actually partner in conversation questions.
00;24;50;00 - 00;24;52;18
Speaker 1
Before I move on.
00;24;52;20 - 00;25;19;08
Speaker 2
This question is not is it like was strong tea it was working with the other day our going through challenges Alison ended each other Dave created I would imagine there well obviously ease and time constraints acting with say, source. It's adverse. It is the conversation that that's the EPA's ambit in more years. It is a more outside energy problem and yeah.
00;25;19;10 - 00;25;49;28
Speaker 1
That is absolutely fair. And I can tell you I'll give you a real life example. I want to provide some contextual stuff to that. To my own experience. Well, I worked at a client is a wire cable manufacturer. Their team lived in transaction. Yeah, we we were we were charged with they were they were standing up a new train transportation management system and it was a transportation company, logistics company.
00;25;49;28 - 00;26;12;23
Speaker 1
Largely they're why I'm wire cable manufacturer but it was really moving all that of cross country That was a tricky part of their business. So they were staying up in new system. We were charged with the change management work in that and we walked into the very first meeting and I quickly realized if we didn't change that culture, we were not going to be successful because they were living in the transaction and then wondering why are we?
00;26;12;23 - 00;26;37;02
Speaker 1
They were nine months behind. They were about $17 million over budget and the team was in utter disarray. There was two people that talked the entire meeting. The other people largely were checked out. Not largely, they were checked out and they were on to other things, thinking about, you know, life, liberty and the pursuit of happiness outside of of their workplace.
00;26;37;05 - 00;27;04;26
Speaker 1
And so we quickly realized that the change management activities were going to be great. But if we didn't start to build some level of conditional trust in that team, and it was largely a team of the scrum masters and it were kind of a where are you guys? Is that why agile the waterfall? And so that project managers and Scrum masters now all worked over top of each other and the right hand doing with the left hand is doing, is I resonating with some people?
00;27;04;28 - 00;27;47;03
Speaker 1
The work we did was sheerly to build up to push conversations from you. Got you have to move from transactional into relational at least a little bit of your time. If there's not relationship here, these low levels of trust will absolutely continue to sink your project and you guys will fail. The good news is they were able to do that and I will say it started at the top relationship got better at the top and then not ironically, relationships underneath them got better and it happened through conversation You're absolutely spot on with.
00;27;47;03 - 00;28;08;26
Speaker 1
Yes, it is. If you think about if you logged like your day, we spend most of our day in transactional conversation. It's business, right? And so a lot of our day is spent in the transactional. And some people would say, well, I introduced this in two companies. They would say, Well, it takes too much time. Building a relationship takes time, and I don't have time to build a relationship.
00;28;08;26 - 00;28;26;04
Speaker 1
We got transactions take care of, we got business to do. And I would say to go fast, you have to first go slow. And if you go slow, you will eventually go fast and you will go much faster than you were before. If you invest it in the relationship, first makes sense.
00;28;26;06 - 00;28;38;01
Speaker 2
Firewood to you. Have you looked at it for insight for where is the strength? What was your ease of treatment? But you you it for relation or is it just once and all that you do was.
00;28;38;03 - 00;28;56;02
Speaker 1
There is absolutely if I had time when we bought 3 minutes so I normally don't have time. Maybe the next if you fill out that survey and it goes well in the next one, we'll talk about the correlation there because there absolutely is a correlation of the tie between.
00;28;56;04 - 00;29;02;07
Speaker 2
Theories correlates so well, citizens are very motivated that.
00;29;02;10 - 00;29;03;22
Speaker 1
Say that, say it again.
00;29;03;25 - 00;29;11;06
Speaker 2
Which do cure on oral because of issues.
00;29;11;09 - 00;29;36;28
Speaker 1
Of no, give me your name and I will I will send you. So yeah, I will send you some research on 2 minutes. Doug Okay. I got to move. So how do we move? This is Aubrey, but how do I actually move from transactional to transformational conversation? That's the tough part, right? How do I get from from where I am to where where I want to go?
00;29;37;00 - 00;30;01;09
Speaker 1
I to we, I want to if I want to reiterate the importance of this. So moving from protection into partnership requires I'm going to give you my buzz word, intentionality, that it requires you to be intentional. If this skill is learnable and it's hard wired, it means that if I apply some intentionality to it, I can get better at it.
00;30;01;12 - 00;30;29;28
Speaker 1
I am living proof of that. I was absolutely not. You know those that can't teach, right? I was not good at this. I am still a work in progress every single day in this space. And so this I too, we movement across the spectrum. It requires you to be intentional. Okay. I'm going to move quickly. Now, framing the idea of framing is is a little bit of self-talk.
00;30;30;00 - 00;30;52;17
Speaker 1
And so when I go into conversation, if I know I'm going to go into a room where there's going to be heavy transactional conversation and I know that the important thing to bulbbul out of there is, is actually relationship. I go in with my priming speech, which is I have a need to be right. It's not important that I'm right and I need to have a relationship with you.
00;30;52;17 - 00;31;14;23
Speaker 1
So I go in priming myself with that statement so that I can get off of my desire and need to always be right. And so that I actually open my ears up and listen. And we have two way conversation and hopefully is transformational. Okay, So come up with a priming statement for yourself, and I promise you you will see results.
00;31;14;26 - 00;31;37;10
Speaker 1
All right. Last last one, there is a ton of noise. I'm going to give away my second book, as you put it over here. Okay. I'm going to turn my back. Raise your hand if I want you to hurt my feelings. So I got you right. Raise your hand. If during this talk you thought about what you were going to have for dinner, raise your hand.
00;31;37;10 - 00;32;12;17
Speaker 1
If during this talk you thought about your next meeting. Okay. Raise your hand if you thought about something going on in your own life. Okay. Who raise your hand for all three of those? Raise your hand for two of you. Get a book cut. It is. It is absolutely okay. At some point during this conversation, my brain went somewhere else and I had to come back to center when I'm talking.
00;32;12;19 - 00;32;32;24
Speaker 1
Yeah, it is absolutely okay. You will do this. And again, my boss word, it requires intentionality. I had to come back to center. Okay. You will have to you will get engage in conversation. You will have to come back to center in this guy. So there is a whole bunch of and if I would have had more time, we would have went into this.
00;32;32;24 - 00;32;57;24
Speaker 1
But there's a whole bunch of things to get in our way. Just know that it's natural. It's okay, come back to center. And I do that through usually my private statement. All right, last thing and I'm done. But two exercises come up, come up with a priming statement. Dedicate one day this week that you will recite that statement before each conversational opportunity.
00;32;58;00 - 00;33;21;22
Speaker 1
That's a low challenge, one that's easy, low hanging fruit. Everybody in the room can do that one, and you will see results. Now, if you're a high challenge person, teach your team the five conversational blind spots. Give your team permission to bring the blind spots to your attention. Oh, that's risky. And then challenge the team to rinse and repeat because if you want to make change, they have to do it too.
00;33;21;25 - 00;33;49;12
Speaker 1
Okay. So if you're after high challenge, this high challenge now, if you really are an overachiever and you want an even higher challenge, email me with the results of this exercise. Got my email information. Is right here along with that picture. Take a picture of that one. Put it on social media. But my email is right here. If you want some high challenge, please email me with how you did and what were the results and I will very much appreciate it.
00;33;49;15 - 00;34;02;15
Speaker 1
Thank you. Thank you for being here. Thank you for showing up. Thank you for your investment in your leadership development. It will pay dividends for you as you.