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)
S4: E3 The Gift of Acknowledgment: Strengthening Teams Through Personalized Appreciation
Picture this: A small gesture of kindness, like a card, becoming a pivotal moment that affirms your worth and battles the imposter syndrome in your mind.
That's just a slice of our latest episode, where personal stories intertwine with Gary Chapman and Paul White's groundbreaking concepts on appreciation.
We'll share how adapting these principles to our interactions can lead to a positive shift in team dynamics.
Discover the power of authentic presence and the impact of a simple act of showing up for those around us.
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:Hello, hello, hello, mark Hoffman, hello hello.
Speaker 3:How are you doing today?
Speaker 2:Wonderful, wonderful, wonderful.
Speaker 3:Yeah.
Speaker 2:So we just took a walk around the building. We sure did If you've been following the last couple of episodes. We're talking about turn signal use or blinker.
Speaker 3:use yes, blinkers. We call them blinkers.
Speaker 2:They're turn signals here yeah, so, um, it turns out that uh, bucks county is not immune to this blight, that, apparently, talking to one of our staff members here who lives in allentown in your county, one of your counties, he says that it has.
Speaker 3:It has plagued his street in particular absolutely it has, and this is not I want you to take back.
Speaker 2:I want you to apologize, greg, to the bucks county, it's listening but listen, the bucks county I.
Speaker 3:I pulled into the county here and it said welcome to bucks county.
Speaker 2:Blinkers are optional, blinkers optional yeah yeah, well, I'm going to tell you what it said when I pulled into lehigh county actually, I lived in lehigh county I didn't know that yeah, when I worked at oh yeah, you know we live what town? We live in mcungee, oh, mcungee, not too far from emmaus in east pen. So yeah, close to quaker town, you know close that's a nice area I like it there. Yeah, we wanted to be in the county, of course, but close to home.
Speaker 3:Yeah, yeah, it's awesome how you doing I'm doing great, yeah, yeah, I'm doing really well happy episode three of season four yeah, we're in season four, crazy it is great. It's a little experiment yeah, it's a little experiment, that just continued yeah, it's evolving growing.
Speaker 2:It is growing and we appreciate the feedback of our listeners oh my god, we get so much great, great ideas all, all great ideas, yeah yeah, so um, one of the things that has come up in previous episodes is a concept that was introduced to me by um, one of our administrators here, who is certified in the languages of appreciation.
Speaker 3:You know I'm so glad we're talking about this because it has come up in at least five of our episodes. Yeah, I mean it resonates.
Speaker 2:And there are critics of this theory, right. No team dynamic theory is without its critics. Nothing is perfect, obviously, but this, like anything else else, take it for what it is right. It's another lens, another set of vocabulary, another protocol, another framework, whatever that you can use in your tool bag to pull out when you need it, right? Is this the you know the absolute truth about how humans interact with each other? Absolutely not. But does it give you an idea for some solutions, as a leader, about what might be helpful to get through a difficult situation or to build a great culture? Absolutely.
Speaker 2:It's another tool, people yeah, from the book the Five Languages of Appreciation in the Workplace, which is actually sort of a spinoff of these authors' same work related to personal relationships and marriage. They called it the Love Languages, but love language isn't really appropriate for the workplace, and so, of course, they took the concepts and they applied them to work.
Speaker 3:Yeah, I love it. It's a great concept and, man, I I have to tell you this it's so important when you're working with a staff that you understand, yeah, how they like to be appreciated, because everybody likes to be appreciated, but in different ways. And I didn't really think about this. Honestly, you called me out on it one time, go ahead, because I was talking about public recognition, okay, and I was famous for doing it, because that's, honestly, the way my growing up, I just craved it because my mother was, so my mother and father were so good about publicly praising us on things that we did well, yeah, and so I thought everybody appreciated that. Sure, and, and I come to find out that you know, you had told me he said not everybody likes that. Some like to be written, written, some like other ways of being appreciated yeah, some people actually, uh, are demotivated by public recognition.
Speaker 2:The last thing they want is the spotlight shined on them right. And then there are other people, of course, that that are the opposite, and you know that's the irony, and I think um, you just captured it perfectly. It is that we have a bias back to a, a previous episode or a fallacy that we tend to appreciate others in ways that we prefer to be appreciated ourselves. So you like public recognition, yes, so your bias or your fallacy is that everyone must like public appreciation Exactly my bias and my fallacy, because it's not just you, of course. We all have these things. I like what one of these is called words of affirmation. Yeah, I like that, and so I tend to default to provide words of affirmation when I provide feedback.
Speaker 3:Okay, and are we talking verbal or written?
Speaker 2:Well, both, but I particularly like to send handwritten thank you notes. I think that's great. Now, you might like that, but there are plenty of people who might like it. And there are plenty of people who might get a card and say what am I supposed to do with this card? Or they throw it away whatever, whereas me personally, because that's my preferred language of appreciation at work dude, in that closet right over there I have a box filled with thank you notes that I've received since I was a teacher 20 some years ago.
Speaker 2:That's awesome that you hold on to them. I do, yeah, and I don't necessarily hold on to emails, right. Every once in a while I'll print one and put it in the box. Right, but if I get a handwritten note, even if it just says happy birthday, I don't throw it away. I don't know for something there's like. I don't mean religiously sacred, but there's definitely something sacred to me about someone taking the time to write a note and give it to me.
Speaker 2:Oh it's it's extremely intentional yeah, and so I find that that's my default and so I keep. I mean, literally there's a pile of stationery at my desk and I'm I always find myself writing notes to people, and but that that's my bias, that's my fallacy, that's my default, and so I don't do a lot of the other ones, and I have to remember that not everybody cares about getting a card.
Speaker 3:I think that's a great example. And, uh, you know, I, I didn't always see the value of cards, honestly, until at least 10, 15 years ago. I mean, honestly, I, I, just I was, I would throw them away. I guess I appreciated getting them, but once I read it, it was done.
Speaker 2:Yeah.
Speaker 3:The fact that you hold on to them. That's meaningful.
Speaker 2:Yeah, you know it's funny. You know we all know the imposter syndrome, right, that feeling in the back of your head that we all have that bias, that fallacy that we all have, that tells us that we're not enough, that we don't know what we're doing, that we're faking it, that we, that we are over, you know, over our heads, whatever. Sometimes, when I feel that way, because, again, we all feel that way, I'll go to that box and I'll look at some notes that people have written to me about something I've done that made an impact or that was something that was appreciated. Yeah, that maybe I do know what I'm doing, or at least enough to keep going to quiet the critic, and so that's actually why I keep them. And then also, like I said, it's my bias.
Speaker 2:But there are five languages, greg, let's give attribution, of course, you know we're big on that here Gary Chapman and Paul White, so they're the authors, they co-wrote this and the love languages, as I mentioned mentioned, is something that they started with. But then they, you know, they have these things for the workplace because, um, it says here over 600 000 copies sold of course.
Speaker 2:Uh, rebecca here on our team is a certified trainer, and so she's there's. Actually, before you take the training, there's a assessment that you take oh, like a pre-assessment. There's a pre-assessment and you answer questions like which one of these more is more or resonates more with you? Better way to phrase it, and then you compute your score and it tells you where you are on the continuum of the five languages, because of course, like most protocols, no one is exclusively one thing or one thing, only you change over time and, of course, you are an amalgamation or a compilation of all five things.
Speaker 2:It's just that maybe you have a preference towards one or two. The tool helps you identify what your preferences are as a recipient of appreciation. It tells you how you prefer to receive appreciation and then, I think by default, it tells you how you prefer to give it. Because, back to our earlier point, if you prefer words of appreciation or affirmation excuse me then it's likely that that's how you're likely affirming others or appreciating others yes because it's very familiar.
Speaker 3:Exactly.
Speaker 2:Yeah, I learned that lesson also unrelated when we teach. You know, we were both teachers. It was pointed out to me that you teach the way you were taught.
Speaker 3:How about that?
Speaker 2:You know it's true, that's true and I thought back yeah, the way that I was, the way that I taught, the way that I ran my classroom, the way that I provide instruction not entirely my teachers, but largely based on that. So I think that's the default, because it's the model you have in your head. That's yeah.
Speaker 3:If it works for me, it must work for you.
Speaker 2:That's what you know, back to those biases.
Speaker 3:All right. So what are the five? This, and we said it could either be verbal or written, and again, that's a preference there. You know you'll have some people that prefer to have a note that's shared with them, and then others. I did do this in a meeting I had my cabinet meeting and I went around and I complimented each one of them on something that they were successful with. Now, it was a little bit of a risk because I didn't know everybody was going to, if they were going to like the verbal recognition, but I did go through it and I had some positive feedback from it. Yeah, it was a risk, though.
Speaker 2:Yeah, and in the book not to give away all the book, but you know, you could give a affirmation for an accomplishment, you can give affirmation for a character trait or a component of their personality. You could give any sort of positive praise to someone based on who they are or what they've done. And of course there's ways to do it, Greg. It doesn't have to be a handwritten note We've sort of defaulted there because it was the example I gave but it could be a one-to-one. You stop by someone's office and say, Greg, you killed it in the meeting yesterday. Thank you, yeah, I like that too.
Speaker 3:It doesn't have to be a handwritten note. Yeah, because that I mean it shows that other person that you took the time to walk over to their office or wherever they are and you know, give them their time.
Speaker 2:Right.
Speaker 3:And there's public that actually it's a great. That's actually a great segue to the second one, yeah, which is go ahead, tell me. Quality time, your undivided attention, um and this is, you know, we we've talked about this a lot on the podcast and um, just being authentic, being present, you know, and not being distracted, being there with the person you know. I think that that can go a long way, right.
Speaker 2:Yeah, and, and some people want the boss to stop by their office and pop in, or they want, and, and if that's not your default as the boss to go in and pop in, then it's not going to happen and the person might not be feeling appreciated. Gosh, you know, inadvertently, he or she never stops by to see how I'm doing. He or she they see that I'm working late and they just walk by my office rather than stop in and check on me. Or, you know, they don't ever ask me to come and sit with them and help them, right? Like this idea of being physically, proximally present next to someone.
Speaker 2:I'm not sure that this is my default either, but I know that there are people on my team who prefer quality time as their preferred mode, and so if you know that about a person, then you can help be planful and intentional in how you're communicating and appreciating that person, because all of us have it within us to do all of these things, of course, right? So, yeah, quality time. And again, it's not necessarily what you say during the quality time, I think it's about being present, I agree, showing that I value you so much, greg that I'm going to come to you, I'm going to sit with you and we're going to talk.
Speaker 2:Yeah, or I'm just going to be present or you know that doesn't feed me per se but, I, know it feeds others, and so that's the intentionality again.
Speaker 3:So, mark, I know I've mentioned this on a podcast before, but this was something. It was the constructive feedback that was shared with me by a great mentor of mine and on my evaluation, he had put Greg, you're incredibly efficient, but you're not always effective with people. Now, what that meant is that I was a taskmaster, getting it done, checking it off the list, but I wasn't always taking that time that you were just talking about with people that they really need. So, effectiveness, think about that.
Speaker 2:So do you keep that in the front of your mind now.
Speaker 3:It's always there, it's all. It's something that I had to work at and I think I'm a lot. I know I'm a lot better now, but it was back when I was a supervisor and I just do you still feel like that's your?
Speaker 2:default, though, to be a little bit towards the details and getting things. Yes, which is so funny, though, because and other per se, but like I, I think of you as a relationships person. Yes, and it's so funny that your natural tendency is actually toward task.
Speaker 3:It is. How funny is that I still have my list that I'll do that before I leave work and I have ready for me when I get there.
Speaker 2:Yeah, um, I love checking things off a list yeah, do you write things down on the list that you didn't write down but that you accomplished, just so you could check it off.
Speaker 3:Yes, I do that, I love that I love that I do that.
Speaker 2:yeah, I wish I was better at that. Like checklists, I wind up making a checklist and then losing it or whatever. It's just not my personality. I've tried so many different methods for checklists.
Speaker 3:I know, I know.
Speaker 2:I write them down.
Speaker 3:I put them in a Google Doc whatever I do, use the with the iPhone. I'll do that, so then I can push it. So then it goes to the end of the list. Love it you know what I mean.
Speaker 2:Great Number three is acts of service. Acts of service. So this one is not just providing praise and being present like the first two, it's actually rolling up your sleeves and being quote a servant to your colleague Nice. And I don't mean in the sense that they are now your boss or whatever, or that they are now sort of in control of you, but rather I walk by your office, greg, it's 5.30 on a Friday, let's say. Most people are gone, it's the summer, and you have a harried, stressed look on your face and me walking in and saying hey, do you need help? Can I help you? Right? Is there something I can do to help us both get out of here? Yeah, yeah, some people don't want that help, by the way, but maybe just the offer of the help is all you need. Yes, right? Or maybe, oh my God, thank God, could you run this to the copier? Could you help me with this slide?
Speaker 3:Oh my God, my computer, my computer keeps crashing Right, and I've I've seen that too. Like business office all hands on deck, yes, and like we're not leaving. And it was a Friday. It happened to be the same exact exact example that you said. But we were, we had to stay the whole business office and we're like we gotta, we need to meet this deadline for this grant. So we have seen that Could also be so when we're talking acts of service. Um, we used to for teacher appreciation. Yeah, we would cook breakfast for the staff.
Speaker 2:Yeah, could that be an act of service. That could be an active service so work related I. So I would say maybe cooking breakfast is a tangible gift which we'll get to you're giving them something, okay, okay I think an act of service is less about doing something for somebody, it's more about helping them complete a task. Got it?
Speaker 3:that's by's my interpretation. Of course I'm not an expert on this. That helps so.
Speaker 2:I think it would be like the example you need something done or you have a major project coming up, pitching in, pitching in and helping that person accomplish one of their tasks, rather than doing something for them they didn't ask for.
Speaker 3:And what I like about that too, it's not showing like you're above them in any way.
Speaker 2:Sure, and this could just be for a colleague as well, right? Like it doesn't have to be the someone that reports to you.
Speaker 2:It could literally be someone that you work with or someone that works for you or that you work for. You know, seeing your boss struggling, stopping in and say, hey, boss, what can I do? What can I do? No-transcript, and then making sure that your own work is done, of course, before you help somebody else, and then also recognizing that once you make the commitment, you might find it hard to extract yourself from that commitment. Oh, okay.
Speaker 2:Like imagine if it's 5.30 on a Friday and I ask you if I can help you and you say yes, and then 5.30 turns to 6, turns to 6.30, turns to 7, turns to 7.30. Yeah, now you've just put yourself in a position where you're creating stress for you and your family because you're now stuck at work helping somebody else with their problem. Yeah, the damage that might be done by saying hey, listen, I didn't sign up for this.
Speaker 3:I got to go Right. You need to make the commitment.
Speaker 2:Right and so, or maybe establishing hey, I can help you, but I have to. I have to leave at six. So what can I do in the next 30 minutes?
Speaker 1:to help you.
Speaker 2:Right, or could we pick this up again on Monday? I can move my calendar around.
Speaker 3:So it still shows that you're, you know you're in, but at the same time being thoughtful about how you, what's the word?
Speaker 2:the way that you insert yourself.
Speaker 3:Thanks, yeah. Yeah, that's really interesting.
Speaker 2:It's almost like yeah, Because I don't think people are going to take advantage of you. But once you've committed to helping somebody, how do you get out of it?
Speaker 3:I think I've been in that trap and I'm sure you have at some point or another.
Speaker 2:And you're like, and then you find yourself to yourself. Well, like, I think it's the natural bias. The natural thing would this person help me right. Yeah, yeah but you do the right thing and I think you know life's about these political cap, like the capital that we get yeah, poker chips in and out, it's a dance you're getting.
Speaker 2:you're getting poker chips, and I don't mean to make it transactional, but to some degree it is right. You develop a relationship where people know that you're the one who's going to help. Yeah, you said it before. Right, find the helpers. Yes, you want to be a helper? Right, I want to be a helper. We wouldn't be in the positions that we're in if we didn't like to be in the helper role, right.
Speaker 3:Exactly, and that's one of our.
Speaker 2:Obviously, that's one of our preferred methods.
Speaker 3:I had a. One of our supervisors one time did something neat. There was a. There was a teacher who was very negative, yeah, so what she did is she gave her five like tokens and she said I want you to put these in your left pocket and every time you do something nice or something good happens during the day, I want you to take one of those tokens out of your left pocket and put it in your right pocket. Okay, so this was a way so that she could be intentional about good things that were happening instead of dwelling on the negative. Yeah, and I thought that was a really cool idea and it's simple yeah, things that were happening, instead of dwelling on the negative.
Speaker 2:Yeah, and I thought that was a really cool idea and it's simple.
Speaker 3:Yeah, I had never heard that being done before. But again, simple. But maybe if you do have somebody who just seems to be a negative Nelly or lack of a better term, you could do something like that.
Speaker 2:Hey, so four and five are probably the most controversial of the five.
Speaker 3:And I think some. I think for this next one is you start thinking about marriages and relationships.
Speaker 2:Oh no, this is tangible gifts. Oh, with tangible gifts. Oh yeah, I think you're about touch, maybe.
Speaker 3:No, I'm thinking with the tangible gifts. Oh, go ahead, Tell me more. Well, I'm just saying. I mean, when we screw up as husbands sometimes, what are we doing? We're getting flowers.
Speaker 3:Yeah, I'm with you, I get a lot of flowers so I'm just yeah, yeah, you're right I just thought when I looked at this. I'm really thinking about relationships and with friends, uh, significant others, and the fact that gifts are a natural response to when we screw up and, believe me, we screw up a lot and that's in the context of an apology, but in the context of appreciation, it's giving someone something for something that they did that you were appreciative of.
Speaker 2:Yes, and so they're related but a little different, and this is controversial because that's a good clarification Sure. Right, you did something for me, so I'm going to buy you X, y or Z, right? As opposed to? I did something to you and need to apologize. I'm going to buy something for you, so you forgive me. Yeah, they're related, of course. Yes, but if your partner's not motivated by gifts, it's not going to work. In either case, it's not Right. Sometimes it's just an apology, so, but in many cases.
Speaker 2:Words of apology instead of words of appreciation.
Speaker 3:Well, let's think about this so, in terms of from a personal side of things, when you do something and it's not that you did something wrong, that's a true appreciation. I think you could go even further Just because, yeah, so tangible gifts, I think, are controversial.
Speaker 2:One because money's involved.
Speaker 3:Yes, and two. You run the risk of having people compare. Oh, they gave me a candy bar. Yeah, they gave.
Speaker 2:Greg a candy bar and they gave me um a bag of whatever right, or I got this middlesworth chips who knows, make it interesting right, and so now people are comparing yeah, and when there's monetary value assigned, people tend to associate the value of the appreciation with the value of money that you've spent. So so I appreciate you. The value of a candy bar, yeah, as opposed to. I went to a special store to get the candy bar that you like, right, and it's not about what I paid for the candy bar, it's about the fact that I know that you like that candy bar and it's only available at that.
Speaker 3:Yeah, it's Snickers, by the way, mark, just so you know, listen, you have a scar on your, on your forehead as a result but so, but.
Speaker 2:But I think that's the important part, right. Is it the value of the gift monetarily, or the intention, or the expression.
Speaker 3:Yes, I'm with you on that.
Speaker 2:And not everybody that's the recipient use it that way and they go a candy bar. Why did he buy me a candy bar?
Speaker 3:Boy, do we have to be careful with this. So I have an example. I want to throw this out there and let me you know, tell me your thoughts. So Education Appreciation Week.
Speaker 2:Yeah.
Speaker 3:We went around. That was back in the fall. Yeah, we went around to visit all the classrooms. So we looked at our administrative cabinet. Yeah, and we said we're going to all split up. And then we strategically wanted to visit all of our staff Quality time. Quality time.
Speaker 2:And words of appreciation, while you're there, words of appreciation.
Speaker 3:While we were there, we also had Do you have a gift From opening day? We had leftover t-shirts and we did hear that we didn't order enough for opening day, so we actually distributed t-shirts while we were in the programs, which is a gift. So how do you feel about like?
Speaker 2:I like that idea. Okay, because everybody's getting the same thing. Okay, it's an appropriate gift in the sense that they can use the t-shirt at work.
Speaker 3:It's a growing together was our theme. Well, right, it's a branded t-shirt. Right, it's a part of pride.
Speaker 2:Yes, I'm sure you saw a lot of people here today walking as we were walking around wearing iu.
Speaker 3:Yes, are you?
Speaker 2:right, yeah, so I'm all on board with that one. Okay, but imagine if you bought five people out of a thousand.
Speaker 3:Oh right, branded jackets, and so that's an issue. I'm just wondering do you think they appreciated the t-shirts more or us showing up to their classroom?
Speaker 2:See, that's the beautiful thing. Some people appreciated the t-shirt and couldn't have cared less that you were in their classroom, right? Other people say oh, nice t-shirt, I'll give it to my kids. I can't believe they came to my kids. I can't believe they came to my classroom, how great was that. Okay, cause everybody's on a continuum, and so I think that was great that you guys were checking off as many boxes as possible.
Speaker 3:Yeah, it was. You know, we we talked about it as a team on what we should do, yeah, and we were getting feedback that not every some people felt left out, not getting t-shirts at opening day. So, yeah, it was a good. I think it was a good process and I think that's a good way of looking at it is, you know, both, some people liked the visit, some people like the t-shirt, some people like both, I'm sure.
Speaker 2:And some people like the words of affirmation that they got while you were visiting. That's it. That's it. Yeah, the last one's physical touch, which we don't really touch here, pardon the pun.
Speaker 1:Right.
Speaker 2:But it's the sense of may want to hug, some people may want a literal pat on the back, some people may want a high five, some people may want a handshake and other people might not want you to touch them at all. Stay out of my bubble. They might have personal reasons for that or it just might not make. Maybe it's cultural, maybe it's religious, maybe it's related to something in their past, and not also everybody has the same vibe or the energy or the connection in terms of how they touch each other. And so our advice always here is you know, don't touch other people. And you know, would you like a hug if something traumatic has happened? Would you like? Right, you know you get the vibe Almost getting permission, yeah, exactly, and then also Seeking permission, right, but I don't think that we should drive in the workplace.
Speaker 3:Physical touch, right, and I think that's an easy way to say it. Yeah, we have to be careful on those kinds of things, but I could see why they have it on here.
Speaker 2:Yeah yeah, well, especially because some and I think it's really some people don't want to be touched, and they especially don't want to be touched at work. Right, don't put your hand on me, right? Right, I don't, I don't want that, right? Yeah, I don't need the hug.
Speaker 1:I didn't ask for that hug right, I'm with you.
Speaker 2:However, the important thing is, if you are someone who appreciates touch, you have to remember that your natural inclination to touch others may not be welcomed, agreed, agreed, even though it's the most well-intended form of appreciation. Oh my god, I can't believe you did that for me. I want to hug you Well, maybe that hug wasn't accepted. Like the same way that someone might not want you in their office, the same way that someone might not appreciate a car, the same way that someone might resent a gift, like a physical proximity, somebody you know.
Speaker 2:Yeah, so in other words, this space, that one, I think, has the most potential for a traumatic response Agreed, you need to that.
Speaker 3:Over time you can get more comfortable with that if that's something that you know as far as that physical touch.
Speaker 2:So here, you know. So anyway, the point of this go through the training, you know, go get certified, read the book and then also recognize that your staff and your team each person's an individual and they'll all prefer to receive appreciation from you in their own unique way, and that you can't guess. The way that you find out is you have the people tell you I prefer the following, and if the team knows that everybody's going to get appreciation in different ways, then they won't be judging why Greg got a shout-out in a meeting but I got mine privately. Right, it's because that's what you told me you wanted.
Speaker 3:That's right.
Speaker 2:Right yeah.
Speaker 3:That's important.
Speaker 2:Or why is he always giving her a Hershey bar? Why is he always bringing her in this, that, the other thing? Well, because that's what resonates with her. You told me it doesn't resonate with you. So like, almost like in the transactions of appreciation.
Speaker 3:Right, exactly, exactly. Something I need to say on this, and this really resonates with me. I feel like recognition is so important to what we do in leadership, because people need to be, they need inherently need to be reassured on things.
Speaker 3:I think the worst thing you could do is no recognition at all, and so I really want to impress that upon our listeners. I, I, I at one time was in an environment like that and I had to, like with myself, almost recognize myself, give recognition to myself for things that were achieved. That was a difficult one for me, but it's it's honestly. It just can drive you down so much if you don't have that. So I think it's important if you're a top level leader, you know, make sure that with your team, you are showing some kind of recognition in some way, and to your boss as well, and to your yeah.
Speaker 2:Not just for the people that you're supporting, but how are you showing appreciation to your boss? Yes, and how does your boss want appreciation, right? Yes, and your colleagues, exactly Right. Not just the people that you're supporting, but the people that you're working alongside of as well.
Speaker 1:Yeah.
Speaker 2:If you think of it in a hierarchy, right? Well, greg, those are the five languages. I mean we didn't do it justice.
Speaker 3:Of course, we'd recommend that you go and find Gary Chapman and Paul White's book or look them up, but I think it's a primer and, like you said, there is a training for this as well that you can have.
Speaker 2:Right, and is this perfect? No, are there critics for this? Of course, but I find it interesting, oh it's incredibly and you learn a lot about each other and you learn a lot about yourself.
Speaker 2:Yes, it's almost like a callback to the bias and fallacy episode. Where it is. We have a tendency or a bias to treat others the way we prefer to be treated. This is one framework to prevent that from happening and to treat people they prefer to be treated, even if it's not your default Right. Love that Right. Yeah, all right, greg, what?
Speaker 3:do we say we wrap this up? We'll wrap this up again. Thank you, listeners, for supporting this podcast and leadership. Thanks for everything you do every day. Cheers to season four episode three and Greg, I'll see you on the flip side.
Speaker 2:See you on the flip side, brother. All right, Peace. In the meantime, let's make it a great day and let's innovate the USA.
Speaker 1:Greg, I appreciate you. Right back at you. Right back at you, Mark.
Speaker 3:I like it.
