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I wanted more time with my daughter Emerson. On Father's Day.

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We spent three hours together. We had a great time. I had a great time.

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It was really fun. And once the

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whole outing ended, I was thinking we'd

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go and do something else we wanted. I wanted to go to a movie or

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hang out by the pool, do something different. And I could feel this

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defensiveness welling up in me. And I even could see

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sense myself being tempted to say something that would put pressure or guilt on

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her to spend more time with me. I didn't,

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luckily, because I recognized it. But it

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took me down for a little bit. I wasn't being grateful for the time that

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I got. I wasn't recognizing her as an 18 year old who wanted to go

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hang out with her friends. And that's the thing about

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being defensive. We make things worse. We add to

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drama. If you interact with people

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at work or at home who get defensive often it

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adds stress to the interactions. We end up

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being focused on things that aren't

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important because we have to actually deal with the defensiveness. We

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don't feel the freedom to share ideas. It creates some damage.

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We don't address core issues. This is where the term walking on

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eggshells comes from. Because you feel people can react

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to trust is impacted, we waste time.

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Today we're going to talk about this. How to stop

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getting defensive. Here's how. All right, so this is the

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Decide youe Legacy podcast. Welcome today's

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episode. You're going to learn three ways you can work on not being

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defensive. I'm sure you can think of people at work, at home who can

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trigger you and you may even have to brace yourself. Even the word defensive,

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well, I have to protect myself. From what? From what? So

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if you learn to let that down and actually see today, you're going to see

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how impactful that is and how much stress you can

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relieve from your life when you have a different approach,

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a non defensive approach. In these difficult

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interactions that you may have at work and at home and with your

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family and friends and different people in the community, you're going to

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feel as if you can take that guard down and have tools

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to do so and tools you can implement today to start

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practicing. You can learn this through steps and it will take

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practice. So I faced a fear recently and I share a fear that I

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faced in most episodes. Because nothing is more important to your mental

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health than facing your fears. And nothing is more damaging than playing it

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safe. We're in the business of courage here. And the fear that

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I actually Faced was I have started to.

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When we at Decide youe Legacy are potentially gonna work with a business

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or an individual one on one client to give them some steps that they have

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to actually take before we're going to give them a

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proposal. So we need to see if they're gonna take action because action is where

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change happens. And if they can't do that, then we really can't

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help. It isn't the right time. It doesn't mean it won't be in a month

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or two months. But that's been scary for me because I

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like to help everybody. I'm a people pleaser and I can struggle with

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that and it's my own mindset, perspect, perspective, but it's scary.

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What's something scary that you have done over the last week?

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I challenge you to put some time into thinking about that because you probably

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have done something and if you have not, plan it into the rest of your

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day. Today, I'm your host, Adam Gragg. I'm a legacy coach.

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I'm a corporate coach. I founded Decide youe Legacy in 2012

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and our purpose is to help organizations and people

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live with courage, rise above, live with

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courage. That's it. So I often struggle

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with getting defensive and actually people who can get defensive.

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I brace myself for interactions that I know could and I

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will receive some pushback. That doesn't mean I shouldn't say what I want to say

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to help them. It's not about me, but it doesn't mean it's easy

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either. Here's what I do to go into interactions and I've had a

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number of them over the last week to go into interactions prepared

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for a potential defensive response. It's

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painful to deal with this. I believe

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that a lot of people get defensive because they're

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afraid of being looked at as incompetent.

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They're afraid of somebody taking

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advantage of them. So if I don't tell them the truth about this situation, they're

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going to use that against me. They're going to see me as not doing my

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job. They're going to judge me. I'm not going to have opportunities when

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the opposite is true. Your defensiveness actually makes the

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problem worse. And collusion is a word I want you to grasp.

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Collusion, the definition, and I really like this because it motivates me to

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not be defensive is it's. I mean, this is the definition. A secret or

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illegal cooperation or conspiracy in order to cheat or deceive others.

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Wow. So when we're engaging in defensiveness,

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and there's a big difference between defensiveness and just

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making a point, pointing out facts. And it's the heart.

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It's the heart. And that's something I'm going to challenge you to consider.

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Where's my heart? Why am I doing this? What is my objective?

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Is it guarded or is it open? That's going to give you some indication.

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But we collude. We actually engage in deceptive

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activity when we're getting defensive. Do you want to

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do that? That's the problem. So here are

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three steps that you can take to prepare and to go into

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these interactions when you may have a tendency where you

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may have a tendency to get defensive. Okay, the first one is to remember

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it's not about you. If you can grasp and

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make that kind of shift to say it's really not about me.

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Their behavior is a reflection of them and what's going on inside of

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them. Their behavior has potentially

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nothing to do with what we're talking about here. It can go

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and be stemming from way back in their life. And

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I may perceive it as it being about me, but it's not about me.

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That makes you. Helps you to step back and see the big

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picture and realize that

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everything you say is probably not going to sink in, even if you say

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it in this situation. And defensiveness to

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recognize it. It comes in many different forms. You may thinking

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about somebody who's loud and obnoxious and they just

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have to get the last word. And that is one form of defensiveness.

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But defensiveness also can be from avoidance,

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passive aggressive behavior. They're defending through not addressing anything

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at all. It can come in the form of distraction. I'm

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defensive in the form of not actually being willing to talk about

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the core issues at hand. You're bringing up other issues frequently rather

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than facing the one main one. And a key indicator of

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somebody being defensive is this

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flavor of avoidance. I'm going to avoid through

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excuses, through negativity, through passivity.

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I'm going to avoid. When you recognize

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that it's not about you, then it's not an attack.

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It's not personal. It's something you can actually

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feel some empathy for. And you can see them as a

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person who is struggling rather than somebody who is trying to bring you

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down. Because your

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mindset is like, they've gone through a lot of stuff.

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They had a bad day, they don't feel great about themselves.

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They don't feel like they contribute. There's something else in that

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situation. This not about me attitude makes you

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check your own perspective about why you may

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be feeling defensive. What is it about you that is occurring

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in this situation and what has happened in your life that

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leads you to interact with this defensive person in a way where you have to

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guard yourself. That is going to give you some clues. Maybe. Maybe you

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want to be a person who is always

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looked at as smart, or the person who has the answers or the person who

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has the ability to contribute in every situation. I mean, it's a

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humbling thing to say. I don't know. I don't have the answer, but I'll research

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it and I'll find out. When it's not about you, you're willing to do that.

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That's where the stress leaves. Because you have more

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time and opportunities. It doesn't have to be fixed in this specific

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moment. You can listen and understand when you're defensive.

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You're formulating your response even before you're actually listening. That's one of the costs of

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being defensive. You don't actually understand. You stay in a

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guarded place. You aren't even

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able to build relationships because of that wall between you

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and somebody else because you're not willing to put it down. Their defensiveness

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does not mean that you have to be defensive as well. In fact,

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the likelihood of them not

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interacting in that way is

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directly is influenced greatly in a direct

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fashion. If you can stay calm and you can

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remember that it's not about you. So

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real client conversation that I had recently,

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a lady who can get defensive with her husband,

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and there are certain things that her husband will say

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that trigger this defensiveness. And I asked her, well, what are those things?

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And as we talked about it, and it wasn't really the easiest conversation. They were

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things related to managing time productivity. And

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I don't think this husband was being a control freak or

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anything like that. Her answer, as we discussed it was, he

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says things that are actually true. He points out things in my life.

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He shines light on it in a way. And she described it as in

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a compassionate, caring way. But I get defensive because

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I don't like the fact that I spend time on these specific

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activities. They weren't necessarily time wasters, but they were things that weren't

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as productive and encouraging in her life. They weren't helping

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her at the same level that other activities help.

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And that was insightful. That was stepping back and seeing

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that her defensiveness was rooted in

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her not wanting to change these parts of her life

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where she isn't using her time wisely.

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Her words, not her words. So. And she even said, you

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Know, he points out the ways that I can be selfish.

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Whether or not she's being super selfish,

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I don't know. I don't have the details. But our

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defensiveness, their defensiveness can easily

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be related to things that they don't want revealed that are true.

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And if you remember that it's not about you, you can have empathy for it

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being hard to shine light on areas that are

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dark. The darkness can't hide anymore. It can get

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into more darkness, and that's sometimes what happens. But it

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can't hide for that moment in the darkness. So the

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second step thing to focus on here, one is to remember it's not

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about you. I'm going into this interaction. It's not about me. It's not about

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me. And the second thing is you can get

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curious. And I'm. You've heard me say this. All my

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corporate, all the Decide youe Legacy clients, I mean, they know this. Be curious. Be

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curious. So. So by curiosity, you're taking the focus off of

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you and you're putting it towards some kind of production productive interaction

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where you're getting to know somebody better, you're understanding the situation better.

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There's loads and loads and loads of opportunities to learn about

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somebody else. When you see somebody,

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even when they're difficult as having value and

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counting the same as you and somebody you can learn about

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and get to know and understand, then

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it's going to lead you to want to interact in a way

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that's productive, where it's moving the needle and where it's not

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destructive. And which, by the way,

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productive meetings for businesses.

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And I get this all the time. In fact, I'm going to do a podcast

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in the next few on how to have a great meeting. Something that I

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hear a lot. But as I've talked about this today, it

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reminded me that meetings where people get defensive,

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they don't move the needle on solving a problem. They just use

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that as a distraction to not actually address the core issue. That

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defensiveness guards them from actually making

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progress and it makes meetings suck. And that's why people don't like meetings, because they

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don't make progress. I see meetings that companies

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have where they're excited to go. I had one last night with a company leadership

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team. They're excited to engage because they're making

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progress. And the structure and the leadership and

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ownership of how we can get defensive adds to that

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progress. It makes that environment fun. And who shouldn't have fun at

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work. I know Troy likes to have fun. We like to have fun.

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Okay. Fun is good. So another client,

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Real Situation, had

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talking about some difficult interactions at work. He was able to

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identify that his defensiveness often comes

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from not knowing the answers and wanting to appear as if he does

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know the answers. So his heart is.

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Isn't in the right place, his motive isn't in the right place. He's new in

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his position, he's very competent, he's very smart. He, he's around

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other very competent, smart people. So bunch of

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architects and newer in that kind of role.

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And it comes out as defensiveness. So he's bracing when

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asked questions to give a response that makes him look

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competent and it leads him into interactions

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where there's not an exchange of information because those questions

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oftentimes are just curious questions and people are trying to

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get to know him and understand. But that defensive response

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kills the progress and it's not what we actually want.

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We stay guarded. We don't grow. We let

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our guard down. We're open out of hope, we grow.

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Hope versus fear. Big deal. So if you want to work

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on this, I'll tell you. When you go into interactions

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potentially where you know, you might get defensive,

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it's really essential to

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recognize how your own personal,

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I don't necessarily like the phrase self care, but your own personal

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self care is impacting it. So if you didn't get enough sleep, if you're not

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eating healthy, if you're not getting exercise, and also if you're

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not going into those interactions prepared, so know what

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you're dealing with so you don't give your power away and don't. That's exactly

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what you do when you get sucked into someone else's defensiveness. You're giving

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all the power and productivity to somebody else. In fact,

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it's not productive, but you're giving anything good that could have come out of that

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interaction is being thrown away

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because now you're just spinning in collusion,

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making it worse. And you're going on a tangent which isn't leading you towards

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progress, which discourages everybody, including

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yourself. Don't want to do that. So what I like to

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do is have some questions prepared in

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advance if things go south. So what you can do

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is even somebody is defensive and you

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know and you can ask the question, can you tell me more?

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You're getting curious. So they have to give you specific examples

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potentially or even ask that question. Can you give me specific examples?

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I can tell this is bothering you. I would really like to

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learn more. I'm curious. Can you give me an example? Or

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you can ask similar Questions in a defensive manner, which

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happens. And that's not what I'm talking about here.

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Crossing your arms and shaking your head and saying, can you tell me more? You

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know, opening your, your arms up, that's not a open posture.

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So it has to be a genuine curious

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question, right? There has to be, or else it's going to

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collude. And you don't want to collude. If

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you go in knowing that if things go really south in that interaction

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and you're probably caught off guard with some of these defensive

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interactions, but you can always

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remember that other people in the situation, you can ask them questions

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and that can take people out of that emotional place into their prefrontal

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cortex where they have to think. And that's what you want. Because defensiveness

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comes out of the part of the brain that's emotion centered, called the amygdala.

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And thinking doesn't come from that same

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space. You can see this in interaction. So people start to think

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and they start to let their guard down. So third action

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to take keep in mind when going into potentially

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difficult conversations is your time horizon.

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Okay, so what I mean by this is time is a big deal. It's

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the way we orient ourselves to life. I had a client recently

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that interacted with me in a way where it seemed like he had to make

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every decision that day. Everything was urgent and important

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and just discussing things and his age

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and realizing in the conversation that he wants to be in this career that he's

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in for the next 30 years potentially, well, he's got lots of time to make

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mistakes and try new things and learn how to delegate. It doesn't have to

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happen today. Now, when people bring up money, a lot of times there's urgency

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tied to that. Even that. If you think I have lots of time

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to make money and lose money, but get better at making money, that's expanding your

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time horizon and it's going to decrease your anxiety going into

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potential difficult interactions. Because if they get defensive,

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and if you get defensive and you collude, well, you're going to have

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opportunities to learn. I don't want you to do that, but you're going to have

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opportunities to learn from that. If you

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are in an interaction and you don't feel like it goes anywhere because of their

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defensiveness, well, you have a longer term time horizon, that's

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okay. And you can still get a lot out of this interaction

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if, if you handle it, if you do your part, if you do your. So

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you can practice, that gives you the freedom to practice. You have lots and lots

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of time and lots and lots of chances. Seven up right

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there. So my buddy Brent, who is good friend

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and he's a therapist, and I refer clients to him because that's not our world.

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It was my world in the past. But he, as I

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was talking to him, can talk about and be a little

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bit hard on himself. You know, I should have done this differently with this client.

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You know, I wish I would have known that before or when am I going

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to learn how to engage in a way where helps the

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client, you know, better, like other people help clients? I mean, that's not the

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verbatim in our conversation. But I asked him, though, because

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he's a little older than me. I said, do you want to be doing this

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in 20 years? And his answer was, quickly,

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yeah, if I can get past some of this junk right now,

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is the gist of what he said. And, well, how

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good do you think you'll be in 20 years? And he said, well, I'll probably

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be better than I am now. And then we talked

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about, well, if you're going to be doing this 20 years

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and you're going to keep getting better at it, then

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what are the actions you should focus on now over

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the next 90 days that are going to help you to keep getting better? And

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he had certain tasks and actions that he could

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engage, and one was working on his patience with himself,

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and another was related to some training

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and application of that training. But he had some ideas. But I could see in

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him, at least my perception was it relieved a lot of the tension

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about from him going into these interactions, which you

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can deal with defensiveness as a clinician and other people.

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I mean, that is that resistance to change. It's the big fear people have.

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It's a big fear and loss of connection. And you risk,

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you risk, you go into a therapeutic interaction.

327
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I mean, it's like they can get defensive. So you got time,

328
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you got chances, which is a great, encouraging,

329
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exciting thing. And if you go

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in that way, like, for me, I made a

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shift about two years ago. A year and a half. Well,

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I would say a year and a half ago. And the shift was

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that because there were times in my life where I just wanted to make

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money fast in my career. I wanted a home run,

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like. And I do projects and sell

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courses and have tried new things. And I

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want it to work at a high level right away. I have this

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urgency addiction. But I remember

339
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reading a book and having some conversations with some other business

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leaders, and it started to sink in that I'm going to be doing this for

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a long time and I'm going to make mistakes and it's okay. I like

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to think of myself doing this for at least 27 more years. Running

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the side youe Legacy, doing coaching and doing more and more. What is fascinating and

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motivating to me most, which is coaching and which is creating

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content, which is. And there's some things that are just irritating for me

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and learn how to delegate that. But that time horizon is like, I can go

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into interactions and I can experiment and I can give myself

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some grace if it doesn't go well. Total shift

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for me. I mean, when I keep that mindset in place. So

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you want to do that as you go into interactions. I mean, give yourself

351
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some grace as you go in and deal with other people's defensiveness.

352
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So I want to share a

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story that this is something that happened. This

354
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happened a couple months ago and

355
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I was. I had a meeting with

356
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a number of business owners. So they all own a

357
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specific business and one of

358
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the owners was very skeptical about engaging

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corporate development our services. And I knew that I had never

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met him. I had met two of the owners. I had not met two of

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the owners. But I knew the guy had been in this job for over 30

362
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years. He had been a big part of the success of the company. There had

363
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been a number of different changes. The organization wants to grow a lot of things

364
00:22:41,340 --> 00:22:45,180
that were good and positive. But this level of defensiveness, I knew

365
00:22:45,180 --> 00:22:48,430
it was going to be something I was facing that day.

366
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And I'll tell you what, I mean, for a long period of time, I was

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dreading having that interaction. I was like, it's not going to go

368
00:22:56,030 --> 00:22:59,390
well. My inner roommate is, you know, he's not going to like me.

369
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One of those things. It. They're not going to want to work with me,

370
00:23:04,350 --> 00:23:08,110
you know, but do I want to work with them? I don't even want to

371
00:23:08,110 --> 00:23:11,950
have this meeting. You should cancel the meeting. It's not going to be useful anyway.

372
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I knew that was fear. I knew that wasn't healthy. When I could make

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the shift to say, I want to help these people and if I can,

374
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let's see if we can move forward. But we got to have this interaction to

375
00:23:22,450 --> 00:23:26,170
even see if it's possible for me to help this company for decide your

376
00:23:26,170 --> 00:23:29,970
legacy to help them. And so sure enough, and this has happened to

377
00:23:29,970 --> 00:23:33,690
me many times. It's not like I haven't experienced this before, but I knew when

378
00:23:33,690 --> 00:23:37,450
I was going in that he was going to be Defensive. And he questioned

379
00:23:37,450 --> 00:23:41,230
my credibility. So it was more like, you know, who have you

380
00:23:41,230 --> 00:23:44,950
helped? You know, what's your education? Why are you qualified to help us?

381
00:23:44,950 --> 00:23:48,750
You're not in our industry, which I'm not in that industry. I'm the only. I'm

382
00:23:48,750 --> 00:23:52,550
not in any of the industries of the companies that we actually work for. So

383
00:23:52,550 --> 00:23:55,270
that's fine. I mean, he knew the answer to these things. But

384
00:23:56,149 --> 00:23:59,950
going into that interaction, I ended up le. I

385
00:23:59,950 --> 00:24:03,710
ended up. It ended up being a very good interaction, so very defensive. And what

386
00:24:03,710 --> 00:24:06,970
I did is I said, hey, can you tell me more?

387
00:24:07,450 --> 00:24:10,730
I'd like to know more. What is the concern that you have?

388
00:24:11,610 --> 00:24:15,210
And this has happened numerous times. But his response

389
00:24:15,690 --> 00:24:19,530
to that was to not answer that question

390
00:24:20,410 --> 00:24:24,090
and to let the other people in the meeting

391
00:24:24,570 --> 00:24:28,410
ask their questions. And he interacted at a higher level after

392
00:24:28,410 --> 00:24:32,170
that. Because I didn't collude and say, well, I've

393
00:24:32,170 --> 00:24:35,550
helped all these companies and I've got this education or whatever. That

394
00:24:35,550 --> 00:24:39,310
stuff didn't matter to him. And I'm not big

395
00:24:39,310 --> 00:24:42,990
on that kind of stuff either. As far as showing people's credibility,

396
00:24:42,990 --> 00:24:46,750
I'm big on results. So this company has gotten this result, this person

397
00:24:46,750 --> 00:24:50,550
has gotten this result. Yes. And I believe

398
00:24:50,550 --> 00:24:53,630
training is valuable and experience is valuable. Don't get me wrong. There

399
00:24:54,270 --> 00:24:57,830
to him, to build trust. I asked a question, I got him to think. He

400
00:24:57,830 --> 00:25:01,630
didn't answer the question. And during the rest of the interaction, they were good

401
00:25:02,300 --> 00:25:05,980
times where he was engaged and there were times where he wasn't. I left that

402
00:25:05,980 --> 00:25:09,580
meeting and I believe, even. I believe all

403
00:25:09,580 --> 00:25:13,100
four, although one individual, this individual

404
00:25:13,180 --> 00:25:17,020
probably wouldn't, I don't believe, would have admitted it at the end of the conversation.

405
00:25:17,340 --> 00:25:20,980
He will admit it now, but it was an interaction where we were

406
00:25:20,980 --> 00:25:24,740
energized. I was energized. I could tell they were energized because there was

407
00:25:24,740 --> 00:25:27,980
some action that could be taken based on that conversation.

408
00:25:29,250 --> 00:25:32,770
Defensive person, difficult interaction, but a really

409
00:25:32,770 --> 00:25:36,290
positive and productive one. So if, if you.

410
00:25:37,010 --> 00:25:40,730
Just to summarize, you're going to go into interactions, you're going to have to

411
00:25:40,730 --> 00:25:44,570
face it. You're going to have situations. So you remember three things. This

412
00:25:44,570 --> 00:25:47,730
is your training. This is what you practice, what you leave with. It's not about

413
00:25:47,730 --> 00:25:51,490
you. It's not about you. It's about them. It's about them. It's about the issue

414
00:25:51,490 --> 00:25:55,240
at hand. It's about something bigger and better and. And greater. Not that

415
00:25:55,240 --> 00:25:58,880
you're not great. I know you're great. You can get curious and

416
00:25:58,880 --> 00:26:02,600
Tap into that curiosity and expand your time horizon. Man. Cut yourself some slack.

417
00:26:03,240 --> 00:26:07,080
Is it really going to be the end of your life if you deal

418
00:26:07,080 --> 00:26:10,800
with a defensive person? It's going to help you to be calm because you

419
00:26:10,800 --> 00:26:14,640
don't have to defend because you have an expanded time horizon. So check

420
00:26:14,640 --> 00:26:18,200
out Shatterproof Yourself Light. Follow me

421
00:26:18,600 --> 00:26:22,190
and check out this content. It's free. You can

422
00:26:22,190 --> 00:26:25,710
download it on the app. You can go through the content on your browser, on

423
00:26:25,710 --> 00:26:29,230
your computer. And one of the sections is

424
00:26:29,230 --> 00:26:32,870
on channeling hope rather than

425
00:26:32,870 --> 00:26:36,510
fear because defensiveness creates fear. It is fear.

426
00:26:36,510 --> 00:26:40,310
It is fear externalized right there. Watch the Hope vs.

427
00:26:40,310 --> 00:26:43,910
Fear cycle in the app in that course. Check it out

428
00:26:44,150 --> 00:26:47,840
and then we have the full version of Shadow Proof Yourself. Seven small

429
00:26:47,840 --> 00:26:50,480
steps to a giant leap in your mental health. Check that out. If you like

430
00:26:50,480 --> 00:26:54,240
Shadow Proof Light, check that out as well. Nothing will make

431
00:26:54,240 --> 00:26:57,280
my day more better.

432
00:26:57,920 --> 00:27:01,480
That's not good grammar, but nothing will make me happier than knowing you took action

433
00:27:01,480 --> 00:27:04,560
on something based on this content today.

434
00:27:05,520 --> 00:27:09,360
And I would encourage you to do something to take action by the end of

435
00:27:09,360 --> 00:27:13,160
the day because that will make it stick. Nothing's more important than

436
00:27:13,160 --> 00:27:16,890
action, and insight is less valuable. You're gaining insight today. Apply

437
00:27:16,890 --> 00:27:20,330
something you learned. To decide means to eliminate other options. Your

438
00:27:20,330 --> 00:27:23,890
legacy is the impact your life has on other people. There's no

439
00:27:23,890 --> 00:27:27,570
positive change until you decide to change. I want to close the way I always

440
00:27:27,570 --> 00:27:31,250
do. Live the life today that you want to be remembered for 10 years

441
00:27:31,250 --> 00:27:35,090
after you're gone. You decide your legacy. Nobody else.

442
00:27:35,170 --> 00:27:37,890
I appreciate you greatly and I'll see you next time.

443
00:27:45,540 --> 00:27:53,019
Sam.