Imagine this:
You’ve just finished a meeting with your boss. It wasn’t as much of a conversation or discussion as much as it was a sharing of information. They’ve made a decision, and whether you agree with it or not, that’s what’s gonna happen. And if you don’t agree to go along with it, you’ll be let go.
You exit the room and walk back to your office in a state of confusion, shock, and disgust. What the heck just happened?! Not only do you not agree with their decision, but you view it as unethical and potentially harmful to the wellbeing of the people involved.
What should you do? How do you figure out the best response to this situation?
Today’s episode walks you through the conflict resolution tool we use at our ApprentieshipTM workshops; a blueprint that will help you think strategically about your response to the situation.
Afterall, when your job is on the line – just “winging it” or taking your best guess might not be enough to get the outcome you want.
In today’s episode, I cover:
- How you can benefit from thinking strategically as it relates to interpersonal and communication related issues (8:30)
- A 9 step process to breaking down situations of conflict (11:30)
- How to identify the root cause of the issue at hand (12:30)
- A necessary tool for rehearsing and refining your communication strategies to prepare for real life situations (28:30)
As promised, here is your BONUS DOWNLOAD – the Strategic Conflict Resolution Tool, previously exclusive to our Apprenticeship workshop. This free resource will walk you through each of the steps outlined in the episode. Let us know if you find it useful and how you’re able to use it!
Referenced Resources:
The Apprenticeship Live Communication Workshop
E63: Power Dynamics in Leadership
E126: Contextual Components of Communication
E202: Influence Tactics: Why Facts & Logic Don’t Change Our Minds
E130: How Understanding Drives Helps Build Buy-In
I’m excited to announce that our next round of the AoC Leadership Challenge is back, starting March 6, 2023. The Challenge is an accessible, tactical and affordable tool to help you learn to better manage your relationships in the same way you strategically manage your fitness and finances. Different from previous Challenges, this round is focused on your ability to formulate a compelling and persuasive message. You’ll have access to the entire AoC team and an extremely welcoming community of people looking improve and help others do so as well. Join The Challenge TODAY!
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TRANSCRIPT
Brett Bartholomew 00:00
All right, let’s lock and load. Getting into this one. First off a reminder, if you have a problem with your boss, problem with your spouse, problem with your job, problem with your neighbor, problem with yourself, you’re lucky because you got me and you got the rest of the Art of Coaching team. And we are happy to filled any question that any of you have. Just go to artofcoaching.com/question. And I say that because this episode is yet another example of some inspiration that came from an audience members question.
Now, it’s also going to coincide with something tactical, you’re going to be able to put to use immediately. And it ties in with strategic thinking. Now, let me contextualize this all a bit for you. It is pretty common that we get folks that reach out with questions, both within our mighty networks with our social media, or email lists, anything like that. And they can be pretty big and broad. And this one, and I’m gonna make some of it up just to protect the privacy of the person that asks.
But the details are all in all the same how to do as somebody that said, hey, essentially, I got a new boss. They’re doing some pretty unethical things as it pertains to the job, just not best practices, not cheating, or stealing or anything like that, just not not making great decisions. And I’ve tried to come into them and saying, Hey, maybe there’s another way we can think about this. I don’t think that this is the best way necessarily to do it. And they essentially told me to shut up, get in line, or I’m going to be fired. So what do I do?
Brett Bartholomew 01:31
Now, the reason I say that these are always big and somewhat overwhelming questions is because there’s so much about this, that we’ve got to break down and think about a little bit more strategically. And we’ve got a tool to help you do this. But I just want to frame it in all of your minds, that when we talk about communication, like it’s really in line with strategic thinking. So everything we’re going to talk about today is strategic thinking as it applies to interpersonal and communication related issues.
And it’s important because when you want to answer questions like this, and when all of you listening want answers for things like this, when you can tease it out, you get a better understanding of this situation, you can get a deeper understanding of it, including the motivations, perspectives, drives, goals of all the parties involved. And that information is critical.
If you actually want to develop an effective communication strategy, you’re also going to be able to improve your decision making, when you apply strategic thinking to communication strategy, you’re going to be able to weigh the potential outcomes of a lot of different actions and be able to choose the most effective course of action, right, which of course leads to better decision making and improved results, also gives us better conflict resolution, when we think strategically, now we’re able to get to root causes.
Because when people reach out with pretty broad questions, we’ll give them some things and we’re gonna give it to you, that helps you like, Hey, look at this a little bit more surgically, you know, think about how you can peel layer of layer after layer of tissue back to see what is really the infection here. And that’s going to allow you to come up with better solutions as well. And then just being able to improve your influence in general. So we’ve got to apply strategic thinking, to conflict resolution. We’ve got to apply strategic thinking to all of these aspects of things that we’re dealing with in these day to day problems in general.
Brett Bartholomew 03:20
And I think something that I’ve always struggled with as a coach is the hardest thing to explain to folks is the glaringly evident, which everybody has decided not to see, right, we tend to just, especially when it comes to managerial or coaching or leadership related problems, interpersonal problems, it’s we think these things are a lot more complicated than they really are, when in reality, they’re complex, but we can have a strategy for them. So let’s dive right into it.
And this is an actual case study. So the individual reaches out to me and said, along the lines of what I just told you, Hey I have a boss, he’s not making some great decisions. I’m not really somebody that has a tremendous amount of influence here. However, I have enough subject matter expertise and have been here for a while to know that what he’s suggesting is not going to be great received well. It’s not going to be in the best interest of all the other stakeholders. Again, I’m trying to be tactful, and how I keep some things private. And I need to know how to get across to them. Help me.
Now you guys can contextualize this any way that you want. But the bottom line is somebody’s in a tough situation with their superior I’ve been in this situation, I had a superior wants that wanted me to do something in no way shape or form did I think it was in best line with the values that the organization I was with at the time and talked about that they were willing to uphold? And I just felt like alright, I’m stuck here because I don’t have, you know, a lot of room to wiggle what can I do? And these are the messy realities that we talked about.
Brett Bartholomew 04:51
So first things first, whenever anybody comes to one of our workshops, we try to give them this form that helps them break these things down. I mean go by piece by piece, so, if you reached out or when this person reached out, I asked them this, number one, how would you describe the conflict? Meaning I usually get paragraph after paragraph after paragraph and a message. I mean, sometimes people will send me six to eight paragraphs, and I’m like, great. Imagine, think of it as if it was a story or a movie.
What’s the synopsis here? And you got, all of you know what I mean by this, if you just type in synopsis of your favorite movie, they give a brief breakdown. And it’s a hero goes on a journey, meet somebody that makes them rethink everything they believe, hero goes through self doubt, but with the help of some friends overcomes it, or boy meets girl, girl goes through tragedy and crisis, blah, blah, blah, or a traditional fish out of water story, like Finding Nemo or so many other stories where it’s really just about, you know, somebody that’s in an unfamiliar place, you’ve got to think about what this is about.
So when I ask people that, like, what’s the real conflict? What is this a story about? Okay, this is a story about an insecure boss, who is not very well rounded in terms of their subject matter expertise, but is making it clear that if we don’t fall in line, he’s gonna fire us. So this is a story about somebody that is exhibiting control, is insecure, and doesn’t want input. Okay, fine. However, you’re going to describe that. But what I’m challenging you to do listener, is when you’re dealing with this conflict, instead of thinking about it in an eight paragraph email, or a three paragraph email, how would you describe it if it was inside a book jacket, or on the back when we could rent a movie, but if you look at Netflix, or Apple TV, or any of that, you see a brief summary like that tells you what the episode is about? What is this about?
And when you think about it, that way, it helps you zoom out, it helps you see the conflict a little bit more clearly because life does imitate fiction. And it helps you get really clear about what you’re struggling with. Next thing, who is involved? Now, if you’re struggling with your boss, and this person, unfortunately, they did reach back out and they’re like, me and my boss, okay, I get it. Like, give me more details. Who’s involved? Me and I describe myself as somebody that’s blank, blank, blank, again, act like it’s a script in a movie, like you’ve got to, it’s not just hero, that hero has a backstory, or you know, it has some kind of tangible understanding of like, where are you in that organization, my boss, and not just my boss, my boss of five months, who recently came from blank organization, and is doing this. Give detail.
Brett Bartholomew 07:36
Nobody can go to war without a full understanding of the geography, the enemy, all these things, nobody like this, you have to. It’s chess, not checkers. So who is involved? Me, Teresa, my boss, here are their roles. Here’s a little bit about their background, here’s why that’s relevant. lay these things out. And you do have to think about it as if you were scripting a movie, give some detail there.
Number three, what contextual factors of communication could have contributed to the issue? Now I’ve put a link below about what we mean by this, we’ve had a whole episode on the components of communication. What this is essentially saying is, when the communication process takes place, there are so many things you have to consider. The stakeholders. So who’s involved? Their age? Their ethnicity? Everything about it, your target, demographic, everything that frames their perception, like who is this? The medium you use? Did you have this argument over email? Did you have this over text? Did you have this face to face?
Timing, so many people have conversations, we just had a workshop the other day where somebody is like I say the right things, I always try to make sure that the medium is appropriate. But I know my timings off just because when it’s important to me, or when I feel anxious, I tend to rush into it. And I’m not always cognizant of the timing, the environment, where are these conversations taking place. And I’ve talked about it in previous podcast episodes where a certain co-worker that we didn’t get along in a certain environment. But the minute I asked him out to lunch or when our wives got together, and we were at one another’s houses, like he was very different. I’ve given him a ton of examples about this.
But sometimes people just choose the wrong time, the wrong place, the wrong way to have these interactions. So you need to understand these things. And you can’t shortcut it, you need to listen to the episode. This is something that if you come to our apprenticeship workshop, you get a full printout and kind of a roadmap of this. So you want to think about that as well. Here’s how you don’t answer it. When I gotten an answer back from this person, if that they basically just said, Well, I think that contextual factors were just their ego. Wrong, like that. That’s not the only thing that ties into that, like you actually need to recreate it. Where is this taking place and give me background.
Brett Bartholomew 09:56
If somebody’s like, Hey, I have this pain in the ass client. And I don’t know how to get across to them and you give me no details. Well, where are they a pain in the butt? What’s making you perceive them as that? What have you tried in the past? Remember strategic thinking? And if you’re already rolling your eyes at this, by the way, it’s kind of like a hard grow up line. You know, I got to ask this on a podcast when somebody was like, hey, you know, you give a lot of advice about understanding people’s drives and their communication styles and influence tactics like one of I don’t want to worry about that.
My answer is pretty straightforward, then don’t be a leader. If you think that you’re actually not going to have to understand your audience and meet them where they are, and break down the way that you communicate and targeted and tailor in different ways. In order to get the best result, you shouldn’t be a leader because Leadership isn’t a hierarchical one person process. Leadership is a reciprocal process of influence. And so I’ve always just thought, that’s a really odd question, you know, but I also do understand that there are some people out there that just like, they don’t give a shit, they want that person to do what they want them to do, and they don’t want to do the work, which is fine.
But as we’ve talked about, before, you’re living in the world as you’d like it to be not as it is, no leader gets their way all the time. So if you don’t want to, if you don’t actually want to meet people where they are, and find common ground, and be able to understand these things a little bit more surgically, sorry, that says something that you might just not be in the right position. So you’re gonna have to understand those things.
Brett Bartholomew 11:22
Number four, and remember, we’ve asked them, how would they describe the conflict, think of it in terms of if it was a story or movie or a Netflix episode, description, so they can get really clear, who is involved, be tremendously detailed about these people, their backgrounds, your relationship, all that which contextual factors of communication have contributed to it, what seemed to be the most evident?
And then number four is what are the influence tactics that you’ve used that have been applied? Now, we’ve also put this below in the show notes, we’ve done an entire podcast on why facts and logic, don’t change people’s minds. And we’ve listed out more than eight different influence tactics that people use every day.
Brett Bartholomew 12:02
Now, to give you frame of reference, if any of you and I were having a conversation, even for five minutes, by and large, there are going to be three to six influence tactics that we’ve used unconsciously, or some people consciously, you know, depending on their awareness and their skill with these things. So if you reach back out, and you’re like, well, I can only identify one, then you’re gonna get the answer for me like, No, you need to think harder, you need to think about that. Even in a podcast episode, I’ll tell you guys research that backs something up, I’ll make a personal appeal, I’ll make an emotional appeal, I may make four or five different types of tactics evident in the span of 10 minutes.
So you have to think about this. So if you have your boss, and you’re like, Well, I’ve given them the data and the research that indicates what they want to do isn’t best. Okay. I’ve given them some suggestions on how I think it can be done better. Okay. So far, all you’ve done is use logic or rational persuasion. And then you’ve used a consultation tactic where you’re trying to give your advice. That’s not that many things, especially if that person is not an analytical individual. And that’s not how they communicate. So you do have to do this, just like you look back at your budget. Just like you look back at your budget, like, whether it’s looking back at your budget, whether it’s looking back at your diet, whether it’s looking back at your training, anything like that, you have to audit your communication strategies and tactics, just like anything else.
So you need to go back 24 hours, you need to go back three days, seven days, and think how many times when I’m addressing an individual or a crowd or my target audience am I leaning on the same influence tactics? How many times am I leaning on the same kind of conversational style? And not only that, is it a fit? Right? Because it may be authentic to you, that’s great. But if it’s not a fit with them, and the context of the moment and the environment and the task or job to be done, then it’s going to be a miss. And then you’re going to find yourself very frustrated and get back in that same cycle of “Why was everybody else so hard to do this?” When the onus is on you as the lead communicator and the leader to alter your style and be more socially agile. So you need to think about this.
Brett Bartholomew 14:11
Now, this individual ended up going back and basically saying, Yeah, by and large, I lean on logic. And I do that, because, you know, I want them to know, I know my stuff. And I feel like that’s best. And I said alright, well, if he’s already an insecure person that wants to exhibit control, and he’s told you to do it his way or else you really think shooting back at him with logic or legitimating tactics and these things is going to be best. If anything, you’re going to threaten him more.
So you’ve got to find another way because by the way, you’re not an expert, until people invite you into their lives. And I say this again and again and again, in our newsletter, in our podcast, but people don’t want to slow down and acknowledge it. They don’t want to slow down and acknowledge it. You are not an expert until somebody invites you into their life as one. So that’s great if you want to provide people with tons of facts and details and you want to educate them. But when you’re dealing with some people who are very insecure, some people that are control freaks, some people that may see you as a threat, they’re gonna tune a lot of that out.
Brett Bartholomew 15:13
And it doesn’t matter what your background is, but you have to find some common ground, meet them where they are, and find a way to reduce a little bit of that threat response so that they can be more open to your suggestion. And this is why we say give ground to gain ground, think about how they communicate, think about some of the things, the little clues that they’ve dropped in. And whether it’s their threats or their emails, or how they’ve kind of tried to approach you in a persuasive fashion and think, Okay, what am I seeing here? And how can I redirect these things? That’s huge. So like I said, huge episode on influence tactics, if you want to practice something which you should, get to one of our apprenticeships.
Next one, what power bases appear to be present? Remember, power is the capacity to create change in one psychological environment. Capacity. And there are many kinds of power. There’s referent power. And that is about being likable, being relatable, all that. There is, of course, legitimate power, like I’m the CEO, I’m the mayor that has to do with titles, there is expert power, which somebody perceives you to be an expert, there are a lot of different kinds.
Once again, we’ve dropped the episode below, we want this to be a very easy reference episode for you, you have to think about that as well. The power base is that you’re going to figure out and the influence tactics by and large go hand in hand. And remember, why do you have to do this because people aren’t telling you why what you’re doing is not working. Or the results will rather if you just know how to give the phrasing and proper language to these things like power dynamics and influence this the hidden language of our world.
Brett Bartholomew 17:02
So I’ll go back to this right, let’s say you’ve been using a lot of legitimating, and rational persuasion tactics black and white, well, it goes back to what I said, if that person doesn’t perceive you as having expert power, then those things are gonna fall flat. Just like if I’m not looked at as somebody that’s liked, or relatable, or anything like that, and I ask somebody for a personal favor, which is a personal appeal that influence tactic, then that’s not likely to work either.
So, and I understand what I’m asking you to do, I’m telling all of you listening that, hey, you’re gonna have to do more research, you are gonna have to listen to the episodes on power dynamics and influence tactics. If you really want to be effective, you are going to have to listen to the episodes on drives, you are going to have to educate yourself on how people interact, you are. Otherwise you know what I’m going to say to you, you’re the problem. If you’re wondering why everybody else is a pain in the butt and you don’t want to do that research, then you are the problem. So you’ve got to check these things out.
But what I am promising you is if you do do those things, and you go back, and you look at some of the things I’m telling you, you’ll be able to find an inventory or create an inventory or a mosaic and be like, Oh, of course, this is why I’m not working, or why it’s not working, it’s the wrong medication for the wrong symptoms. It is the wrong gear on my bike for the wrong Hill. Ah, it’s so evident.
And this is where you remember too that the golden rule by and large is BS. It’s not about treating people how you want to be treated. It’s about finding out how others want to be treated and finding this middle ground. Like saying treat people the way that you want to be treated is really, really contextually inaccurate, especially from a cultural perspective. There are so many different people from so many different walks of life that have so many different drives, from so many different cultures, you think they all want to be treated with the same? Now, let’s not get into somebody, it’s like, well, yeah, everybody wants to be treated with respect and love. You know what I’m talking about here?
When it comes to communicating with people strategically, it’s not always about how you want to be communicated with, there are people, some people that are really analytical, there are some people that are really empathetic, there are some people that are just straight, Hey, give it to me as it is, I don’t want any BS, you’ve got to find that balance, and you’ve got to be able to tailor that a bit. Okay.
Brett Bartholomew 19:22
So then number six is a really powerful question as well. What would you suggest to resolve this issue? And I find a lot of times when people reach out to us and I asked them that question, they kind of already know the answer. They kind of already know what they shouldn’t do, or on the extreme end, they actually bypass this question. They’re like, well I don’t really know that’s why I’m reaching out to you. No, that’s lazy. You’ve got to think about that.
And you’ve got to think about at least four different ways that can go and that ties into number seven. What are two to four ways this could play out, best, worst case and everything in between. So the person I said as to most recently, they only gave me two. Right? And they gave me best and worst try doing in between. So one could be I could get fired. After I tell him what he’s doing is not smart and I’m not for it, you know, whatever. Another one is, hey, I could stay out this and be persistent. And maybe he’ll relent till give in. And we’ll start to see, you know that I mean well, and that I’m right and whatever great, but where are the other two ways?
So I encourage you to think about this go extreme worst case, extreme best case, and then shades in between. And that’s important. Because that ties into the most critical steps. Once you kind of have this information, you’ve got to roleplay it out. And remember, roleplay is no different than when athletes scrimmage, when boxers shadowbox, when the military does war games, when people in the medical field will work on cadavers, or they’ll do certain drills and tactics and practice procedures of their own.
Brett Bartholomew 20:56
We need to do this with communication, my wife, and I, Liz will do this all the time, I’ll say, Hey, if you’re gonna reach out to this person about this strategic partnership, let’s talk about how it might go or like practice your pitch with me real quick. And I’ll be this individual. We’ve talked about it in previous episodes on our apprenticeship, there’s somebody that wanted to fire a client of theirs, I’m like, Alright, let’s try this. You know, they get into it. And when you roleplay a lot of those emotions come to the surface.
And it’s that old Mike Tyson quote. And if you’re not familiar with that, Mike Tyson, quote, it’s everybody’s got a plan until they get punched in the mouth. And that’s exactly what speaks to the value of roleplay. If you write out this huge kind of plan, or you think that you know exactly how to influence or persuade somebody or deal with certain aspects of conflict resolution, and you actually don’t roleplay it out, then you’re just going in there completely naive, that, you know, like, you don’t put people in these situations and just expect them to be successful. That’s, again, why people scrimmage, that’s why people spar, that’s why people do practice procedures.
So a lot of times people have this really competent plan, well, roleplay will turn up the heat on him. And then they’re like, Yeah, wow, I didn’t expect that. And that’s how you rehearse and refine for aspects of real life. And you’ve got to go about it with a mature meant mindset. You know, just like any form of practice, if you’re not deliberate, well, then it’s not going to do anything for you. And that’s why we’re really, really, really locked in about tactical roleplay. And you’ve got to do it. So once you’ve taken that scenario you’re struggling with and mapped out two to four ways it could play out, well find somebody that will help you roleplay that out and see what comes of it. It doesn’t have to be perfect. It just helps you develop some flexibility in your thinking.
Brett Bartholomew 22:40
Because roleplay and the use of improv, those things help decrease a cognitive bias called functional fixedness, which we’re going to do a whole episode on in the future, but essentially functional fixedness. And this ties back to Karl Duncker and the Dunker candle experiment. This is when people see something as only one thing, you know, they see role playing or improv is make believe, Oh, that doesn’t matter, you know, that’s not going to help or they see a paperweight as just a paperweight and not a doorstop, and not a million other things it could be.
And it’s actually a big part of how researchers test for creativity, you know, so you don’t want to get this fixed mindset. And a lot of that is just you not wanting to be vulnerable, you feeling like it’s silly, it ain’t silly. You know, you don’t make athletes feel silly when it’s “fourth and one”, and they’re in a half pads, and they’re drilling, like be real, it’s okay to admit that you’re a little insecure, if you don’t want to do role playing, but just get into it, because it helps you a tremendous amount. Okay, now, then started thinking about, I kind of tight in seventh and eighth, you know, how could it play out, get involved with role play and design? And then start thinking about how this could be evaluated.
Like, a lot of times when I ask people, What do you think is success? They define that as something like universal to them, like this individual is like, well, for them to understand my perspective, and really adopt philosophies that, you know, are similar to the ones I’m suggested. I’m like, Oh, okay. So your view of success is for them to completely go your way, that’s probably not going to happen. You know, there’s going to be some compromise, you’re not just going to, you’re more than likely not just going to switch somebody to a full one night, if you do, God bless you, that’s amazing. But that’s not likely. That’s not likely. So you also need to think about like, How could progress be assessed or evaluated almost what are you willing to give up?
And that was something else I told the individual, I just said, what are you willing to risk? You know, because if he doesn’t go along with what you suggest, you know, you’re gonna be in some trouble, and are you going to be happy? Because if you’re not willing to walk away, if you’re not willing to go all the way in terms of, you know, what you’re trying to accomplish here then you know, how do you determine whether this is a success or not, other than him just changing and adopting your ideas as his own?
So that’s important, so I’m going to go back through this. Case study review form. How would you describe the conflict? Think of it as if it was a story, a movie, an episode description on Netflix or a TV show, whatever. Who’s involved? What are their drives? And if you don’t know, fine, but like, educate yourself go to artofcoaching.com/whatdrivesyou. Read up on some of the stuff we put out on that. What contextual factors of communication have contributed to the issue? You know, could it be give me information as to when this conversation took place?
Where did it take place? If you always have disagreements with this person, are there areas where you don’t? Or they’re more open? You know, like, have you ever tried going to get coffee with them? Have you ever met them outside of the work environment? If it’s your spouse, you know, and they’re stressed out about bills, and you’re having fights in the middle of the night? You know, is there another way that you could you know, time this up? Or go have those conversations? Or maybe, you know, not have it when the kids are running around?
You get it? There’s so many factors of this, which influence tactics have been applied? What power bases are present? How do you know? If you don’t know what those things are, make sure you go to the episodes below. What would you suggest to resolve this issue? What are two to four ways it could play out? How would you practice those things? And have you practice those things in a role playing scenario? And then how could that process or progress be assessed and evaluated?
Brett Bartholomew 26:22
So all in all, these are some things for you to think about. If you don’t want to go through it, I totally get it. And again, I’m not trying to be rude, I’m just saying that there is a sign there. In management and leadership and coaching, you’re going to have to deconstruct situations and apply strategic thinking, to communication. If you don’t want to do that and you instead just want to get mad that not everything’s going your way. Or that, you know, you don’t want to get surgical in terms of how you think about this stuff.
You need to reassess whether you want to be a leader or not. And if this all seems like too much work, and you just decide, You know what, I’m just not happy in this job. And well that’s another conversation, and we have resources on that just reach out to us at info@artofcoaching.com we can, these are things that we get everybody on my staff has transitioned in careers and jobs, we’ve all dealt with relationship stuff, we don’t advise people on things that we haven’t dealt with, we don’t. If you want to practice this and get better at it full stop, you need to go to artofcoaching.com/apprenticeship. Right now, that is a no brainer.
Because the reality is you got to get feedback on these things. It is hard, it is very hard to do. Um, but you got to do, you got to practice that. If you’re not familiar with what the apprenticeship is just very straightforward, right across two days, you’re going to engage in a unique combination of role playing, video reviews, case study breakdowns, lectures and peer evaluations. So whether your goal is to get better at building buy in with people from a lot of different generations and cultures, become a better listener, getting out of your own head, making decisions under uncertainty, negotiating with your boss or peers, just improving your self awareness, any of these things.
These two days give you a lot of research back strategies. We’ve had people from more than 30 professions and 22 countries come. And most importantly, it is an environment that’s super collaborative, right? So you get to practice and get feedback without worrying about feeling judged, or having to put up a front. And just for the record, the majority of people that come to this are people that are just at that point in their life, where they’re like, You know what, I’m cool, being vulnerable, I’m cool dealing with the hard stuff now, you know, because I know that this stuff will tie into other areas of my life. So if that’s you, awesome. If it’s not, totally respect that, you know.
Brett Bartholomew 28:33
Hopefully, at some point, you know, we’ll be able to persuade you to do that. But it is something that you want to do and and challenge yourself and probably think about before even you’re ready. It should scare you a little bit. But you know, we all just want to help. All right, for myself and the rest of the Art Of Coaching staff. I hope this helped. Please make sure to check out the links below and and make sure that you get the bonus printout that we mentioned at the beginning of the episode. If you didn’t hear it, it’s all the way at the beginning, it’s the very first thing that we read off and we will talk to you next time.
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