Lead On with Greg & Mark (LOwGaM)
We invite you to join us as we talk about the world of leadership during times of complexity.
Lead On with Greg & Mark (LOwGaM)
S3: E8 A Bat In The Cave: Relatable Lessons in Leadership... and another shot at TV show theme songs
Picture this: A workplace where appreciation outshines criticism, and arguments are replaced with the harmonies of constructive conversation. That's the vision they explore, threading Dale Carnegie's principles from the 1930s into today's leadership fabric. As they share laughs and leadership lessons, they uncover how a simple smile can be a leader's most powerful tool, and why letting others save face creates a culture of trust. It's not about who's right; it's about what's right – and Greg & Mark invite you to the conversation.
They spin the dial to a frequency where kindness tunes in with management, and where "management by walking around" becomes the soundtrack to fostering genuine connections. They share why owning up to blunders can strike the right chord with your team and how active listening can amplify everyone's voice. Plus, we get personal, sharing stories that demonstrate the impact of understanding each individual's appreciation language. So, whether you're a leader looking to lead a more cohesive team or just love a good trip down memory lane with some TV show classics, this episode is your playlist for success and everyday leadership innovation.
But first, let's see how you do in another round of classic TV show theme songs. Will you recognize the show from the lyrics? Will Greg improve over last episode’s performance?
Check out all episodes of Lead On with Greg & Mark on your favorite podcast platform!
Check out all episodes of Lead On with Greg & Mark on your favorite podcast platform!
You're listening to Lead On with Greg and Mark, brought to you by the Pennsylvania Association of Intermediate Units. Join us this season as we engage in conversations on leading on through times of complexity. Now for your hosts, Greg and Mark.
Speaker 2:It's time to record another episode. Lead On with Greg and Mark.
Speaker 3:How are you, mark Great? In our last episode we spent a little time going over 80s and 90s TV show theme songs. Yes, we did. Yeah, and then in between recording because we record a few of these at a time, a little behind the curtain. There we went around and we met some fabulous folks that work here. Because we are Thank you for hospitality.
Speaker 2:You're very welcome.
Speaker 3:We're here with the Carbon Lehigh Intermediate Unit, beautiful Schnexville, pennsylvania. We asked some of your colleagues if they could name the four songs that we went through in the last episode and our curriculum department. And while they knew the songs, they were not able to identify any really more than you right it was pretty much, it was even. But you gave some good, better clues to them, I feel like I gave the same clues, actually to be fair, so that I couldn't be criticized, but you started singing one of them.
Speaker 2:All right, very good.
Speaker 3:Yeah, did you notice that my singing was so bad it didn't help, right? Maybe my selection was so obscure. So, shout out to your team because they did recognize the songs. Small Wonder did not go over well with you Are With them. I don't even know the show, but they remembered the premise though One of your colleagues remembered the premise like immediately and the others are just like now. We didn't watch it, yeah.
Speaker 2:You know she was a little bit younger, All right. So yeah, I think it's an age thing.
Speaker 3:All right, I've got four more for you. Shall we suffer through this again? Let's suffer, maybe I'll do it, let's do it.
Speaker 2:Hey, listen when you get knocked down, you get back up, you get back up. So you're a character in metal.
Speaker 1:Here we go.
Speaker 3:You're heroic status, and if you don't know what I'm talking about, listen to the episode before this.
Speaker 1:Here we go. I hope you get this one.
Speaker 3:Okay, Whatever happened to Predictability? The milkman, the paper boy evening TV. Full house, full house, very good, okay All right, so you're one for one.
Speaker 2:Whatever happened to Predictability? All right, ready. No, I'm the paper boy.
Speaker 3:Deep man TV All right, I actually thought it was an even TV, until I read this. It's evening TV. I said even.
Speaker 2:Yeah, even.
Speaker 3:TV. The lyrics here according to this is evening TV Things that make you go Hmm, episode two episodes ago. Things that make you go home. That's right. This one I'm not sure you're going to get my friend only because this is also a little obscure, though this was a regular for me. So I'm putting positive energy out. I want you to get this one, all right.
Speaker 2:All right, if you need hints?
Speaker 3:I'll give you hints. Go ahead. There's no place like home. With your family around you, you're never alone. When you know that you loved, you don't need to roam because there's no place like home. I don't know this one. It's a number. The name of the show is a number, a three digit number. Wow, listen to that silence. It's that thing, I don't know. 227.
Speaker 2:I don't even know what that is.
Speaker 1:You didn't watch 227?
Speaker 2:No, listen, I just think that I call foul, I call party foul these are fundamental TV shows. 227?
Speaker 3:I don't know that one You're going to have to Google these I want you to watch.
Speaker 2:I'm going to do some research.
Speaker 3:Small wonder at 227. Listen, I'm going to do some research before I next, you were one for two All right One for two, this one. Yeah, just like one of the other ones Small. The name of the show is in the lyrics. All right, new boy in the neighborhood lives downstairs and it's understood. He's there just to take good care of me, like he's one of the family.
Speaker 2:One of the family.
Speaker 3:No.
Speaker 2:Charles and Charles oh.
Speaker 3:Charles and Charles and our nights Charles and. Charles.
Speaker 2:Our wrongs and our rights.
Speaker 3:I know that one and I sing. I want Charles in charge of who? Greg Of me, Me. There you go. Yes, All right. You're two for three. Okay, All right. You ready for the fourth one? Yep, You'll get this one. I know it Because we've talked, we've Okay, you don't need the hint, but we have talked about this show, Okay, okay. Making your way in the world today takes everything you've got. Taking a break from all your worries sure would help a lot, Wouldn't you like to get away Sometimes you want to go when everybody knows your name.
Speaker 2:Cheers, and they're always what.
Speaker 3:I'm glad you came. Yeah, you want to be where you can see Our troubles are all the same. You want to go where everybody knows your name Perfect. You were much better 75%.
Speaker 2:Well done, I passed this one.
Speaker 3:Yeah, there we go.
Speaker 2:Nicely done. Wow, I feel much better. You feel much better, feel much better. You know what. We use the big mic, as I'm just now. Didn't we Go ahead Leadership by walking around? Yeah, yeah, yeah.
Speaker 3:And my dad got that from some trainings and things. But yeah, it doesn't cost you anything to be nice people, that's right. But say more, go ahead.
Speaker 2:What's your takeaway from that?
Speaker 3:little four. We took around your belly.
Speaker 2:I was a little bit like my brain wasn't working right. Yeah, we needed a brain. As we could see, I was one for four with the last trip and I was three for four. This time it's a little bit better.
Speaker 3:You got some oxygen going to your brain A little oxygen going walking around Motivated to see your people welcome them back. Yeah, that's right, well done. Yeah, and you're also still in the learning phase, right, I bet you you're still. This is a big organization. People's names and faces. It's about 1200 employees, yeah, so that's a lot of people to meet, yeah, but you've got a great rapport People like you. While you were away talking to someone else, I said how's he doing? Right to talk about you a little bit.
Speaker 3:And then I swiped and they said that you're approachable that you're kind that you have great ideas, that you're innovative, and you got two thumbs up. Two thumbs up and then I said you were normal, which I said is one of my ultimate compliments for people in 2023, 2024 now I just can't believe somebody called me normal, yeah, well relative to lots of people. You were normal, my friend, despite your abnormalities.
Speaker 2:That's kind of scary. They're endearing to me.
Speaker 3:actually I like you because you're not completely normal, but in the context that I mean it right.
Speaker 2:Yes.
Speaker 1:I get that. No drama, I get that You're not out for yourself.
Speaker 3:You're not gunning for other people. You're right. You are a normal good guy. Well, I appreciate that. Thank you for the compliment. No, I respect you mightily and I respect what you're doing here at this intermediate unit. Much appreciated, hey. So I was on LinkedIn, yeah, and someone posted 19 things from the book by Dale Carnegie that everybody knows right how to win friends and influence people. This was posted to the Learning, education and Training Subgroup 19 key points from Dale Carnegie's book how to Win Friends and Influence.
Speaker 2:People, what I love about Dale Carnegie, I mean I'm seeing this here. It's timeless. I don't you think about when this came out?
Speaker 3:Yeah, when did this come out, because I'm confusing this with, like, napoleon Hill, oh buddy.
Speaker 2:I'm gonna do a search on that, but it goes way back.
Speaker 3:Yeah.
Speaker 2:Let me see Dale Carnegie. Yeah, I'll look it up here, but it's gotta go back to the 70s at least, right? I don't even know Before that it might even be before that, I don't know.
Speaker 3:And I'll find it here. We'll get the copy.
Speaker 2:In the meantime, do you want to start us off? Yeah, so.
Speaker 3:We'll go through it right. So you're looking it up, we'll see, and then just chime in because I think people will be interested to know. Like when were these written? What's the original copyright on this book? So, how to win friends and influence people 19 key takeaways according to one of our colleagues on LinkedIn. Number one Greg, you actually mentioned this in our Christmas episode. It's my favorite Smile.
Speaker 2:Yeah, smile, yep, smile. It does a whole lot and what I like, what he talks about and that we said in the previous episode, is, yeah, he smiles. He says when you're on the telephone or, in our case, in our, in our smartphones, smile as you're talking. People can sense that on the other end. 1936, 1930 you did a much quicker search. I'm on a laptop. I have 1937. Yeah, that makes sense, because 1937 it was published.
Speaker 3:Yeah, so it goes back to the 30s. Yes, it's almost a hundred years old. Wow to your point, though right, there's probably some of this in the Prince by Machiavelli and some of these other bucks right.
Speaker 1:They're framed a little differently.
Speaker 3:Yeah, that's a number one is smile. It doesn't and I think that relates to number two, which is a big mic ism. It doesn't cost you anything to be nice to people, right? Yeah, it's. Number two is always begin in a friendly way. So smile, start with a smile. We've talked about smiling in a previous podcast. Just that signaling and body language, right, telling another person that you are approachable actually one of the compliments that you got from your team yeah, that you're approachable, so you must be smiling and it's an affect in general, sure, which is always beginning in a friendly way.
Speaker 3:Friendly way, right. If people don't think that you're gonna begin conversations in a friendly way, what does that do? It just escalates the anxiety and it gets that fight-or-flight response going. But if the people know you're approachable and friendly, yeah. Number three let the other person say face.
Speaker 2:Right like that, the higher ground, sure, sure, yeah, that's right, mm-hmm, and chalk it up to you.
Speaker 3:know, mistakes happen and you don't need to call everybody out on everything right.
Speaker 3:No, and especially if you're the highest ranking person in the room, right, you know there's an old, joe Torrey was a baseball manager. He he coached the Yankees and the Dodgers and then he works for Major League Baseball. Obviously was a player before that. He would always say that his role as the manager was with the Yankees. If they were winning, he would praise the ownership and the players never take the credit. If they were losing, he would absorb all the credit and never put it on the ownership of the players. So I you know he's letting other people say face yeah, like key hallmark, a leadership.
Speaker 2:It really isn't. Think about if you were to cut somebody up every time they make a mistake. Who else is gonna speak up? Mm-hmm right.
Speaker 3:Yeah, I mean to be a little crude as well, like if someone's got a booger in their nose, right, and you tell them right.
Speaker 2:I think it's a respectful thing. You got a bat in the cave right, exactly. Yeah.
Speaker 3:X Y Z brother right.
Speaker 2:Yeah, I want you to hold it, by the way, my, you're looking good right, not that I was, but you're looking good All right, so smile always.
Speaker 3:I like the example.
Speaker 1:You like it's very relatable. It's relatable. I want you to say I'm like. Why would I?
Speaker 3:let you walk around I just like I would hope that you wouldn't let me walk around embarrassed.
Speaker 2:Yeah, I agree, a lot of people don't know bat in the cave. Yeah, I, they don't know that.
Speaker 3:So it's a teachable moment.
Speaker 2:I'll say it's a teachable moment and I have practiced that before. I never told you About my side hobby of disc golf.
Speaker 3:Today, no well, I know about it, but I don't know that people listening to.
Speaker 2:So we formed back in the day my, my brother and I hosted a Thanksgiving disc golf tournament. Okay, right, people have never played before. Yeah, well, it evolves into a league, the old man disc golf league. I like that. During one of the matches I actually Let one of my buddies know yeah, bat in the cave. Yeah, and he goes. You know what? Not everybody would do that. It's a true friend.
Speaker 3:You're right, right, because you want him to save face. Yeah. Yeah that's right. Spinach in your teeth, yeah you know, shoes untied. I'll tell you listeners, you're getting some advice like you've never Know, I want to know yeah, all right, don't criticize, condemn or complain.
Speaker 2:That's hard and it's toxic. Do you know why it's contagious? Sure, of course, because people. Misery loves company, right, missouri loves company. People love gossip. This stuff is timeless, like I said, time people love gossip, you know.
Speaker 3:I think, with the people who criticize, complain, gossip or whatever, if they're gossiping to you about someone else, you can rest assured they're gossiping about you with someone else. Oh, that's right. All right, that's a four. Number five give honest and sincere Appreciation. We've talked about this, right, the worst thing would be a saccharine, sweet, artificial, that's right, fake Appreciation recognition. We're gonna be authentic, authentic. Number six let the other people do all the talking. Yeah, I like that. Yeah, cabinet meetings, board meetings you know I might be, you know, in the seat of the executive director. I don't feel like I do a whole lot of talking.
Speaker 2:I think that's great, and I think it tells about your leadership style too.
Speaker 3:I'm sure you're the same way though.
Speaker 2:Yeah, have your faith in the people. They're the specialists, right.
Speaker 3:Yeah, I mean you have to speak. I mean obviously it's a technology question.
Speaker 2:I'm looking at our technology director.
Speaker 3:Yeah, let other people shine.
Speaker 2:Yeah.
Speaker 3:And it's not an excuse not to know the answer or to say the answer right. But you know I like that. Let other people do all the talking. That's excellent, yeah. Number seven, to get the best of an argument avoid it. Yeah, that's actually a little contrary to some of the previous advice that we've had about like surfing, remember, like ride out to the waves to get the best. I wonder if the spirit is different here, though.
Speaker 2:I'm trying to figure that one out. It depends on what the argument is, I mean yeah, exactly, is this a morality thing, I think what they're saying is when you're, when you're upset and you're arguing, you don't always we've said this in previous episodes. You're not always speaking articulately, because you're on the defensive in many cases and you're like I want to win, I want to win, I want to win this argument and you might. You're going to stray away from what the purpose of that discussion would be.
Speaker 3:Yeah, I like that. I think the keyword here is argument. Argument, in my mind, implies escalation toxicity negativity.
Speaker 2:That's right so if there's an issue, don't argue, but rather resolve and I think, argument, I think going beyond professional to personal.
Speaker 3:Yeah, I like that. Okay, so that works, that works, I'm with you.
Speaker 2:Go ahead, number eight Okay, ask questions rather than giving orders. Yeah, we talked about it this morning. I think Mark's giving me some advice on you know it's. It's good to ask. I mean, asking good questions can help to resolve.
Speaker 3:Yeah, you start with a very open-ended question and then you work your way down into more specific questions.
Speaker 1:Yeah.
Speaker 3:Yeah, I think it. It offers the other person an opportunity to fill in the gaps and to be an active participant in the conversation. It shows curiosity, it shows inquisitiveness, it shows a general appreciation for what the other person offers, as opposed to just being sort of one way.
Speaker 2:Excellent, all right. The next is show respect for other people's opinions. Yeah, I like that.
Speaker 3:And I think not if we were to take that one and extrapolate it just a little bit, rather than being in a position like where you're having a conversation, you're not listening and you're just getting ready to say your next thing. If you follow this one of showing respect for other people's opinions, it will require you to slow down and maybe repeat what you've heard, check for understanding, acknowledge that you like it, as opposed to just countering. And it doesn't have to be a debate. It could just be we're really excited about a band that we like or a movie that we saw. Maybe, instead of one-upping you or I could say to tell me more about that.
Speaker 2:So seek first to understand type of a thing. Yeah, or or just to listen and take that, yeah, avoid one-upsmanship.
Speaker 3:I just avoided right there, right Like I. I should have asked you a question, but instead I'm I'm right. So anyway, number 10, always begin with praise and appreciation. It's interesting Some of the leadership research I've been reading lately. They talk about the feedback sandwich you start with positive, you give critical and then you end with positive. They're talking about how people don't like that. That was like the standard for 30 years.
Speaker 2:That was a standard, and don't you find yourself doing that sometimes?
Speaker 3:Well, that's because how we were trained right, it is how we were trained and that's what I think they're saying here. Always begin with praise and appreciation. Some people that are getting the feedback in the middle don't want the feedback sandwich, they just want the feedback. They just want the feedback good, bad or ugly Especially if the criticism and the feedback are on two different levels. Yeah, you know what I mean. Like, if you're giving somebody sort of an artificial positive praise just so that you can then in turn give them some critical feedback, it probably doesn't come across as authentic.
Speaker 2:This next one, my brother. It reminds me of my brother, Stevie. So Steve has has really modeled this very well, but remember and use the other person's name. That's great, You're so quick, Go ahead.
Speaker 3:So tell me about Stevie.
Speaker 2:So, steve, steve is like the nicest coons. We always say I have two brothers, two sisters, he's the nicest one, and no offense to the other siblings. Yeah, who's the one that tried to get you to run around the house to get a snicker part? I think that was more so, paul, but it was Paul and Steve, all right.
Speaker 3:I just want to remind you he's got much nicer. I'm admiring the scar of your left eye as you tell that story.
Speaker 1:Listen just go back to season two, but Stevie gives us feedback on that.
Speaker 3:That's a great episode by the way. You get a little insight into your childhood. Yeah, there's a lot there. Tell us about Stevie.
Speaker 2:So, but Steve, steve is a very kind individual and I could tell his this is funny because he practices so much that his, his kids will be like dad, will you stop using their name? Like they'll be out at the grocery store and Steve will be like well, thank you, samantha.
Speaker 3:And because they have a name tag.
Speaker 2:And then, like his wife, will say that's kind of creepy, stevie, you know, but he has, he practices it really well. I've learned that from him, so it's a great.
Speaker 3:I wonder if he has a special strategy. Call him after the episode, or let's see if he has a strategy for remembering people's names. You just said you, you now have a new team of 1200.
Speaker 2:Yeah.
Speaker 3:Yeah, the people that you interact with all the time. Of course, you know their names, but how are you going to what? What devices will you use to remember the folks that you maybe only see once or twice a month, or maybe once or twice a year? All right, I'm going to ask him. I'll ask him, because if he excels at that, let's learn. Let's bring that to a future episode. That sounds like a great strategy, yeah.
Speaker 2:He's for remembering other people's names. Yeah, it's important, though, knowing a person's name Huge, huge, yeah, huge, okay, and what I'm taking away from this is getting to know somebody as a person before you see them in their role. You ask questions, build the board.
Speaker 3:Yeah, icebreakers are great for that, like what's going on?
Speaker 2:I mean, I know, with our leadership team, lots of weddings, yeah, kids, kids, all those kinds of things. Yeah, college, you know the kids going to college, everything.
Speaker 3:So People sometimes roll their eyes when the leader does an icebreaker and they go oh God, right, an icebreaker. But isn't it usually through the icebreakers that you learn where the commonalities are? Sure is, I think they're almost a necessary evil, and even people that roll their eyes, I think, wind up liking them.
Speaker 2:Oh, most definitely.
Speaker 3:And if they don't like them, I wonder why is it that you don't care about your colleagues? I know that's a gross over-generalization and maybe that's not always the case, especially if they're not handled well, but I mean, you know, for a five minute, even 10 minute activity.
Speaker 2:Yeah.
Speaker 3:I agree the commonalities that you discover.
Speaker 2:Do you know what it actually? It lends itself to. This next one Talk in terms of the other person's interests. Yeah, be relatable, that's be relatable. And that's when you find icebreakers are where you find out the interests they're those people's interests.
Speaker 3:Yeah, you know, watts-lewick is a famous philosopher. He talks about like communication.
Speaker 3:I'll say she cannot not communicate. Whatever. The purpose of this is that it's the sender's responsibility to make sure the recipient receives the message. You can't just tell someone something and then say well, they didn't understand, it must be their fault. Like it's the old teacher cliche well, I taught them and they didn't learn it right. I think this one is like how do I have to ensure, as the sender of the message, that you receive it? And you might receive it differently than the person sitting next to you, and so it's my responsibility, as the person with the information, to communicate it in a way that it sticks? Yes, and I can only do that if I know you as a person. That's right.
Speaker 2:I've always believed that.
Speaker 3:As opposed to just throwing it out there in the way that I would want to communicate, which might be differently than the way that you want to receive the communication.
Speaker 2:Yeah, it's so important it really is. You know where they're coming from, what their interests are.
Speaker 3:Greg went wrong. Admit it quickly and definitively.
Speaker 2:I like this one as well. Yeah, right, you know Own it say okay.
Speaker 3:Bad news doesn't get better with age.
Speaker 2:There you go. Mike is a big Mike. That's the first one. All right, arouse an eager want within the other person. I think that's motivate, motivate.
Speaker 3:Yeah, fire them up. Yeah, like those sparks. Yeah, authentic, motivate.
Speaker 2:Motification. It just made that word up motivation. That's a modification I like that's a mark Hoffmanism Motification.
Speaker 3:All right, be a good listener. Let the others do more talking. That's redundant.
Speaker 2:to number six, let the others do all the talking, two weirs, one mouth mark.
Speaker 3:Well, you got it, brother.
Speaker 2:Go ahead, okay, go out of your way to make people feel important. It doesn't cost you anything to be nice to people there you go Big. Mike man. Yeah, Publicly praise the other person's accomplishments.
Speaker 3:Praise publicly, punish privately.
Speaker 2:Isn't that the old cliche?
Speaker 3:management. Yep, it's a good one. You know, there's a lot of people though there's research on this that don't want to be praised publicly. So have you have we talked about this? We talked about this. Go ahead, talk a little bit more.
Speaker 2:Because I always thought it's again. I think it goes to how you were raised. I always talk about it like my parents and how they raised us and they would praise us publicly in front of our other siblings and stuff like that and that would build resentment, I'm sure right it it. It made Intentionally, unintentionally it may have.
Speaker 3:Yeah, and there are some people that don't want to be on the stage, Like we've discovered right and we know this, that we recognize retirees, we recognize years of service, we recognize some people don't want to be recognized in front of their colleagues. They don't want the attention and it's not because they're embarrassed or ashamed, it's just because their personality is that they would rather not be in the spotlight for that particular issue.
Speaker 2:So I've seen that especially with retirements, Not everybody wants a retirement party.
Speaker 3:Right, not every that's exactly right. Not everybody wants a shout out in front of their colleagues for doing a good job, Whereas there are other people sitting right next to them that are starving for it. So it's like what is it? Love languages or languages of appreciation?
Speaker 2:Yes, Everybody's got a different appreciation right.
Speaker 3:Like so. Some people it's a tangible gift, a gift card, a soft pretzel. Other people it's a time, quality time, that's right, Sitting and talking. Other people it's, and on and on and on. Sometimes just listening or whatever Exactly.
Speaker 3:I'm wondering when you were early in your career, a young administrator, even a teacher, whatever right You're in a faculty meeting with your other teachers and, let's say, you kick butt on something or you just did a presentation at a conference, did you want your principal calling you out and giving you praise in front of your colleagues? I didn't.
Speaker 2:And you know what it was you're gonna love. This was when I was a supervisor. I was like two months in and I had to give an unsatisfactory evaluation and the director especially looked and said Coons was the first one to actually put an unsat in the last 30 years that I've been here. I didn't like that.
Speaker 3:What was the reaction of the other supervisors?
Speaker 2:They kind of put their heads down.
Speaker 3:Yeah, because it's a back-handed compliment, right, yeah? And then you're two months in, so it looks like Look at this show off.
Speaker 1:Yeah your show off.
Speaker 3:He must want the director's job or we're making us all look bad, right? Did any of them approach you and say, hey, coons, get in line?
Speaker 2:No, no, oh, that's good. No, that didn't happen, but I felt.
Speaker 3:Did any of them approach you and say I felt some body language? Did any of them approach you and say hey, dude, could you show me how you did that?
Speaker 2:No, no, that didn't happen that would have been interesting, that would have been great, that honestly would have.
Speaker 3:It's fascinating. So I guess the point is everybody receives a differently and you know a different version of you, or a different person who got that feedback two months in might have gone home and told their family hey, the boss gave me an ad about you in front of all my colleagues today. Isn't that great. I've only been there two months and I'm already getting shout outs.
Speaker 2:Yeah, isn't that interesting, it's really interesting.
Speaker 3:So I guess the point is the only way you know, that is, if you ask your team what do they want? Do they want to be praised publicly, or would they rather be praised privately?
Speaker 2:That's. It's just like learning styles like what kind of what, what kind of learner are you? Same kind of thing Like how do you, how do you want to receive any kind of appreciation?
Speaker 3:Yeah, I went to a training and then one of our facilitators that are you, one of our leaders actually Facilitates the training. She's certified and that's actually one of the things. And then you give that information Yep, about each person to their supervisor, so the supervisor has a better understanding of how that person Preferers most of the time to be appreciated. Yeah, do they want to give card? Do they want an acknowledgement? Do they want a day off? Do they want none of the above? Do they just want to come to work and go home? Right, yeah, that's the other thing. Right, like parties and stuff, like some people don't want to hang out after work, that's right, they just want to go home and it doesn't mean that they agree Social I agree there's, and we need to be respectful of that exactly.
Speaker 2:Can't hold that against anybody either. Remember we on we are on the last one 19, wow, go ahead, try to see things from the other person's point of view. That's empathy. That's empathy.
Speaker 3:We talked about this before.
Speaker 2:Where they coming from. I thought Atticus Finch was a very, very good example of this.
Speaker 3:Yeah, you don't know someone until you walk a mile in their shoes. That's it. Yeah, but you know, like some of these are like be spontaneous, mm-hmm, you can't right, you just have to be. So, in other words, like these are skills you have to practice, yeah, yeah. So what are you gonna do with this list? You're gonna put that.
Speaker 2:You're gonna hang this up. I'm gonna hang this up. This is these are great, easy ones to practice.
Speaker 3:1936 goes back to 1936 yeah, and you could probably find something from 1836 that this is built off of. Maybe it's something from 1736, right. I mean, like some of this is just universal stuff, it really is really is mm-hmm but easy to practice. Yeah, I Need you to go practice watching 80s and 90s TV shows I need to catch you did much better this time. Well, 75%.
Speaker 2:So three out of four. That ain't bad. Three out of four ain't bad, kid. What do you say? We wrap this up. Let's wrap it up again. Thank you, listeners. We appreciate you following us on all those social media platforms and podcast apps. In the meantime, let's make it a great day and Innovate the USA.
Speaker 3:USA.
Speaker 2:All right, yeah, all right.
