The Women’s Leadership Initiative (WLI) British Columbia is part of a global ULI network supporting and promoting the advancement of women in all disciplines of the real estate industry.
The mission of the WLI is expressed in four primary objectives:
- Promote the advancement of women, throughout their careers, as leaders in the real estate industry.
- Increase the number of women who serve in leadership positions in the real estate industry and in ULI.
- Increase the visibility of women leaders in the real estate industry and in ULI.
- Increase the number of women who are active ULI Full members, and support the development of young women members as leaders in ULI and in their professions.
WLI BC advances these objectives with programming and communication that is relevant and meaningful in our local context and by drawing on the global resources available through ULI worldwide.
The WLI is fully integrated with the ULI BC District Council and Young Leaders Group to ensure that the voices, experiences and perspectives of our female leaders are a fundamental component of the diverse programs and services offered by ULI BC.
Look forward to upcoming WLI BC events and initiatives within the following categories:
- Leadership Building: Workshops, seminars, and resources to provide knowledge or skills related to career and personal development. The Certificate Series, as part of the Leadership Building program, is a 3-part series of skill-building workshops help each year. Participants receive a certificate of completion from WLI BC if they attend all 3.
- Champion’s Series: Events profiling prominent and emerging leaders
- Innovation in Leadership: Speakers present on a range of topics that reflect emerging trends and issues. WLI BC will be launching an Innovation Podcast soon – stay tuned!
- Socials: Social events hosted for both members and non-members.
- Recognition: Awarding local leaders for their achievements related to our mission.
Meet our WLI British Columbia Leadership Committee!
“Success is really when everyone has benefited – that there was a greater good created.”
The Women’s Leadership Initiative of British Columbia (WLI BC) recognizes this year’s outstanding leader for demonstrating commitment and contributions in her career and our community. She is a proven leader and mentor within the real estate development industry. WLI is honoured to recognize her success and generous spirit through this program.
As the Director of Corporate Marketing & Communications for Grosvenor Americas, Patti Glass plays a key role helping to build Grosvenor’s brand as an active and enduring real estate investor across the US and Canada.
Patti’s aim is to encourage dialogue with narratives that pique stakeholder interest and communicate the value of thoughtful development. To this end, Patti created Grosvenor’s Speaker Series to discuss the critical issues and policy concerning land use and to help move the agenda on urban topics. The series evolved into an external thought-leadership series, connecting planners, industry colleagues and others, with events held in Vancouver, San Francisco, and Washington, D.C.
Beyond her role with Grosvenor, Patti makes significant contributions in volunteering, fundraising, and mentorship. A long-term participating member in multiple organizations, Patti has tirelessly given back to our industry. She is an active member of the Urban Land Institute (ULI), Urban Development Institute (UDI), and Commercial Real Estate Women (CREW). She has guest lectured at UBC’s MBA – Real Estate program and in Urban Land Economics and Applied Planning classes at Langara College. Whenever possible, she will mentor those who are curious about a career in real estate or marketing.
Patti also applies her work ethic, generous spirit and creative energy beyond the real estate industry and has made great contributions as a volunteer in our community: she helped establish The Robert Glass Legacy Fund in support of the Stroke Program at Vancouver General Hospital, where she currently sits on the Brain Cabinet Committee; she served on RVYC’s Executive Committee for the 6 Meter World Championship and on the Daffodil Ball Committee, raising funds for the Canadian Cancer Society, and more.
We had the pleasure of getting to know Patti and her thoughts on leadership and life:
How do you manage to stay so engaged with the community? “I view giving back as an outlet, and it energizes me. I also like to look beyond my job for inspiration and meaning. Equal access to art is one such example; being on the Board of the Smith Foundation, I help fundraise with the goal of making art programming available to young people who may not otherwise have that exposure, a dream I share with my dear friend, the late, great, Gordon Smith.”
What’s your definition of success: “I used to think of it as a very individual endeavour, but now I realize that success is really when everyone has benefited – that there was a greater good created.”
Is there someone that you look up to: “My dad, Bob Glass. Years ago, he took me on a journey to understand what it means to live one’s word and to be in integrity with yourself and those around you. He is forever my guiding light.”
Was there a defining moment in your career that changed your approach to things, professionally or personally: “The 2008 Financial Crisis. I lost my job and it felt like switching canoes in the middle of a lake. It spurred humility and compelled me to evaluate my path. Along the way I did an MBA, which unlocked a world of possibility.”
Do you have a favourite project you have worked on to date: “Overseeing a partnership that helped bring the World Rugby Sevens Series to Vancouver. Having our city on the global circuit the past four years has added vibrancy and economic benefit to Vancouver and invaluable brand exposure for Grosvenor and for our Canada Men’s and Women’s teams. We pushed Grosvenor’s brand to new places. On top of that I worked with a fantastic team and together we created an element of giving-back by raising funds to benefit the insurmountable Ronald Mcdonald House.”
What are you most looking forward to, in your career or in the industry: “ I imagine that if the accelerated societal change brought on by Covid lasts, if policies are in place that people prefer, and if purpose-driven workplaces are set up for new ways of working that also include better representation, collaboration and even productivity – then this is an opportunity to emerge better than before! .”
By Jacqueline Garvin & Melanie Wilson
WLI BC Committee Members
WLI BC Leadership Recognition Program 2020
WLI BC launched it’s Leadership Recognition Program this year in order to recognize the women who are leading the way in their respective fields of the real estate development industry.
Nominations were submitted through to September 30th, 2020. Here are the amazing women whom were nominated:
- Armin Amrolia, Associate Vice President, Development Strategies | BC Housing
- Flavia Boffo Punzo, Principal | Boffo Properties
- Patti Glass, Director of Corporate Marketing & Communications | Grosvenor Americas
- Roz McQueen, Leasing & Asset Manager | Westbank Corp.
- Allyson Muir, Executive Director | Sanford Affordable Housing Society
- Sheryl Peters, Provincial Director | BC Housing
- Mariam Petrosian, Owner Representative & Principal | Petrosian Consulting
- Wendy Waters, Vice President, Research Services & Strategies | GWL Realty Advisors
- Jennifer Woolley, Vice President, Finance | Century Group
- Jenny Wun, Principal | West One Real Estate Team
WLI BC: Conscious Conversations in Challenging Times and Beyond
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kate.lambert: On behalf of ULI BC’s Women’s Leadership Initiative Executive Committee and on behalf of ULI, and all the members of our community, Thank you for joining us. This is our first digital workshop and it’s titled Conscious Conversations in Challenging Times and Beyond.
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kate.lambert: Before I introduce our guests instructor, Deb.
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kate.lambert: I wanted to just talk a little bit about the format for the event.
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kate.lambert: As it is our first event will ask for your patience. If we encounter any technical issues, but I think we’re all pretty conversant with zoom by now.
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kate.lambert: So hopefully, it goes smoothly. Um, firstly, we’re hosting this event in order to continue offering our high quality impactful programming to our members and guests.
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kate.lambert: To advance through this journey. This is part of the mission of Wi Fi and also have our guests interfere
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kate.lambert: And we will have you all on mute. But just try to keep commuters. In case you take it off by accident, and we’ll use the chat function for questions.
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kate.lambert: So if you have any questions or comments or things you want to share during the conversation, please type them into the chat and we’ll be monitoring it and we will pause to discuss questions and insights during and after the call.
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kate.lambert: We will also be recording this session to share afterwards and and we’ll share a link to that online with everybody who registered
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kate.lambert: So I’d like to introduce our guest instructor Deborah and she is a teacher and trained coach. She’s a past award winning realtor
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kate.lambert: And her passion and her role now is helping high performing leaders develop the skills and the mindset to succeed in all areas of their personal and professional lives.
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kate.lambert: I’m really excited to welcome Deb to Wi Fi or her first event as well as our first digital event. And I really look forward to the dynamic workshop and she has planned for us.
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kate.lambert: Oh, have some closing remarks, when we’re done here. But I’d like to pass it over to Deb now.
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debstell: Okay, thank you so much for that kind introduction. And I just want to take a moment now because I might get all excited. Forget later to to thank Kate.
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debstell: lebert and page Richie and Shannon Patterson for making this event happen today for inviting me to present to you and run this workshop for you and also for getting everything all set up on the type of Glenn. Thanks, Shannon for that. Okay, well let’s dive right in and
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debstell: Let me
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debstell: Hang on a second. I’ve got a we have a technical issue already
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debstell: Here we go. Alright, so I’m Deborah selling where my company is that we’re selling of coaching and I have two website addresses that will lead you to the same place.
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debstell: You’ll notice right off that. My name is really long and though it’s on every slide that you will see today you will not remember how to spell it because of people who’ve known me for 20 years since I’ve had this name who because I’m only 20 years old.
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debstell: Who don’t know how to spell it so you can find me at stellar Life Project com or Deborah’s telemark.com
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debstell: Alright about me. I paid Kate has told you a little bit about me, but I want to give you some background so that you have some sense about why you should listen to me. And anything that I have to say so.
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debstell: I have a background in education, ba, ba, and honors English and an MA in rhetorical studies and Shakespeare. I did a joint focus in my master’s degree and rhetorical studies and Shakespeare
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debstell: Really, all the same, because it’s a focus on language in use and I’m accredited by the coaches Training Institute. I’ve done leadership training with Lawrence and CO, as well as Bernie browns dare to lead program.
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debstell: I was a teacher for 15 years taught International Baccalaureate English in theory of knowledge and I ran a successful real estate practice for over six years.
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debstell: Before I realized that I wasn’t in my zone of genius and wanted to get back into teaching. And so that’s why I’m here today. So my company is called stellar my private coaching consulting and I’m currently also in house coach and trainer for the Remax select group.
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debstell: That’s me. And now, all of that is to tell you that at some point I knew something because credentials are really just proof that you knew something at one time.
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debstell: And I’m hoping that something of what I’ve known I can pass on to you today and it’ll be useful for you and your leadership journey.
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debstell: To get started, we’re going to do just play around a little bit with some of our tools that are available to us on zoom. So this is a
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debstell: new experience for me to leave a workshop in this environment. I’m used to be more interactive obviously I can’t even see anybody right now.
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debstell: So help me to see you. By finding your annotation device or app on the screen. So it’s under view on your tool bar on the bottom of your screen.
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debstell: Under the view section, you’ll have an option to annotate and if you could right now click on that annotate and it’ll give you an option.
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debstell: To you can click on stamp and they’ll give you an option to stamp something. So you’ll notice that I put a star right there on
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debstell: Vancouver ish. That’s probably not really Vancouver. Thank you. Somebody already figured it out. Put a stamp on the map where you’re at. So I can see where you’re at.
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debstell: And once you’ve done that, wow, somebody from way over in the east side of the country of America and
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debstell: Can I ask that you also just say hi in the chat. Let’s try that out, everybody, make sure I’m sure you’re all proficient with zoom by now but
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debstell: I want to see who’s here and the annotation feature. We’re going to use it later on. Well, some people are way down south and
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debstell: The Hey everybody, and I think it just let me know in the chat, where you’re from. Let us know where you’re from and maybe what your title is so we kind of know who’s in the room who’s in the zoom room today.
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debstell: And then let me know if you’re willing to
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debstell: Your answer to this, these two questions. Are you a you Li member
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debstell: And are you wearing pants today. And the reason I asked that question is because I put pants on for you today and pants that are not from a yoga store or an athletic store so
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debstell: Yeah, real pants.
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debstell: And development managers, we’ve got this is going to pass me really fast, project managers in the house research analysts. Yes, we have some other people wear your pants.
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debstell: Got some members in the House.
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debstell: Oh, somebody’s wearing shorts, they must be from Vancouver.
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debstell: See region. Fraser basic council. Yep.
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debstell: Yoga pants or
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debstell: shorts and flip flops. Thanks, guys. Well, I’m glad that everybody’s comfortable. Either way, I hope you are.
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debstell: Housing consultant. So I’ve got a variety of people in the in the room today. And thanks for everyone for being here.
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debstell: Now that we’ve tried out those tools. We know how they work. We can see the majority of our people are really are here from the lower mainland.
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debstell: What’s really exciting for us at putting on this workshop for you today is that
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debstell: Originally it was scheduled to be an in person workshop and I’m really glad that we get to do it this way because it means that you can wear your yoga pants and your shorts and you can also be here if you’re not from the Vancouver area. So welcome, everyone. All right, let’s get to it.
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debstell: And I have to turn the annotation off, apparently. There we go. Before I can change the slide there oh is shattered. I need you to clear the annotations, because we’re moving into the presentation.
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debstell: So leading with conscious conversations. And here we go to get an outline of the workshop let you know where we’re going today and
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debstell: We’re going to talk about the what and why of conscious conversations we’re going to touch on the three phases of crisis.
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debstell: TAKE YOU INTO THE four ingredients for conscious conversation. I’ll give you an easy formula for tough conversations that you can use right away and
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debstell: Well, you can use everything I’m going to share today right away and then we’ll go back to the communicating in the three phases of crisis. Okay, everyone.
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debstell: Alright, so the first thing I want to do is to design our time together and you all were you all received a workbook in the email that Shannon sent out yesterday.
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debstell: Two versions of that there’s a printable copy too late to print it now. And there’s also a syllable form and that’s my first time making a film forum. So if it doesn’t work, forgive me and and you can head on over to your political forum, you can actually add the
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debstell: You make you make the screen smaller, you can have them both on the screen at the same time.
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debstell: You can fill out your notes in the form. So the first thing that I want you to do.
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debstell: And you can do this in a journal as well. You don’t have to do it in the workbook. I provided the workbook for you so that you don’t have to write down everything I say you can fill in some blanks and then you can have some reflection.
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debstell: This to save your hands. Okay, so the first thing I want you to do is to in your workbook book or in your notes forever to set your intention for today’s workshop
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debstell: What is it that you’re wanting to get out of today’s workshop. What is your intention for the time you’re here. So are you looking for new ideas. Are you looking for a refresher. Maybe you already know this stuff.
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debstell: Maybe there’s a specific person you need to have a conversation with and you’re looking for some tools.
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debstell: Maybe you just want to get some tools for creating a culture of conscious conversation.
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debstell: And maybe your intention is just to be present and listen.
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debstell: Practice and listening skills, we’re going to talk about that.
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debstell: So take a moment to write that down.
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debstell: And while you’re thinking about that. I’m going to
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debstell: Ask you share with you some requests that I have a view. So, and the first request is this is that you will listen for insight not agreement.
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debstell: And let me explain what I mean by that. So when you’re listening for insight. It’s like listening to music, where you let it flow over you, you get present and you look for your insight. What is it, what’s here for you that you’re going to take away today.
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debstell: I’ll also ask that you listen with a beginners or a growth mindset. And let me just clarify that. I’m sure you know what it is but a fixed mindset says, I’ve heard all this before. This is a waste of time a growth mindset asks what’s here for me.
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debstell: How can I take what I hear, and apply it. So I can find out if it works for me or not. Okay.
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debstell: And finally, I’d asked that you’d be willing to play.
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debstell: And what I mean by that is that you’ll be willing to put your annotations on the screen.
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debstell: Participate in the exercises. When I’m asking you to share in the chat. And so right now. Let’s practice that if
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debstell: Everybody’s okay and agrees with my request, can you please put a star on the screen right now or hard or whatever, whatever symbol you want take a moment to if you’re agreeing with my requests. Can you put a star on the screen.
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debstell: Popping up awesome check marks. Thank you. Thank you.
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debstell: Excellent. I’ll give you like 10 more seconds to figure out your annotation button. So at least I’ve got a handful of people who are agreeing to my requests, and I appreciate that. Thank you for playing along with me today.
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debstell: If we were in person. I’d ask you to put your hand up. So
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debstell: Thanks for taking the time to the annotation. All right.
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debstell: Let’s move on. Shannon, I’ll ask you to clear the screen.
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debstell: Thank you. What you just experienced was me designing our relationship designing the relationship that we’re going to have in the next well approximately an hour and 15 minutes this we work together and
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debstell: The designing the relationships is it’s coaching language is the language we use and coaching. You may have heard of it before.
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debstell: But it’s important because we’re always in the process of designing relationships. And if we’re not doing so, intentionally, we may be defaulting to a design that is the best frustrating and at worst toxic.
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debstell: And so I went to start our I always start all my trainings all my coaching with the designing the relationship. It’s a setting of expectations.
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debstell: And want to model that for you. And we’ll bring it up throughout the presentation and really everything that we’re going to talk about today, we’re going to share with you.
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debstell: Is tools for you to be designing your relationships. And if you’re not designing them as I said you’re defaulting them. But not to worry, you can always redesign and that’s what we’re going to talk about today and some of the tools that I’m going to give you for that today. Okay.
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debstell: So let’s dive right in to conscious conversations and now being a student, as well as a teacher of language. I want to always start with definitions.
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debstell: And so the definition for conscious conversation. Let’s start with conscious. It’s an adjective.
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debstell: Describing the type of conversation or communication. We want to have and we are looking at two definitions of conscious and they’re both applicable to our idea of conversations
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debstell: One is being awake, which is thinking and knowing what’s happening around you can see why that might be important for conscious communication.
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debstell: And determined and intentional. So I’m you if you’re in your workbooks, you can fill those things in here, giving you the keywords there.
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debstell: And then conversation while it might seem obvious. I wanted to take a moment to define that, too, because we don’t want to make assumptions that what
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debstell: We mean by a word is what everybody means this is all part about being conscious with our communication and so conversation.
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debstell: Is defined by as an informal usual usually private talk in which two or more people exchange thoughts, feelings, or ideas or in which news or information is given or discussed
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debstell: Now I share that with you because I don’t want you to confuse that with a chat I make a distinction between a conversation and the chat.
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debstell: As an a chat is social. So when you’re inviting somebody into your office to talk about an important matter to give them some tough information to perhaps discipline or give tough feedback inviting them for a chat is setting them up.
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debstell: For the wrong expectations. Okay, so we distinguish between conversation and chat, chat is more social conversation more intentional. Okay.
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debstell: In the meantime, if you have questions, throw them in the tuck the other chat. So why is this important. It’s important because conscious conversations create psychological safety.
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debstell: And it’s from this place that inspiration innovation and productivity flow and who couldn’t use more of that in the workplace.
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debstell: So I want to take a moment, we’re going to do a quick poll. This is an anonymous poll, by the way. And so whatever number you choose and
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debstell: Nobody else is going to know it’s your that you picked it so. So here you have a team member on this call and you’re you’re writing your team as
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debstell: Unconscious and conscious conversation culture zone. They’re not going to know. So Shannon Akiko with a pole up right now and let’s just see where people are at in terms of
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debstell: Raising your culture on conscious conversation, one being unconscious 10 being fully awake five, you’re kind of dozing when you’re an adult was it’s kind of a light sleep be sort of sometimes wake up and sometimes slip into a deeper sleep.
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debstell: So go ahead and
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debstell: Write that there. I’m going to, I have to use it to fun
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debstell: One thing we didn’t do Shannon, if you could pop in the chat. The results are, how are we going to share the results because I’m realizing, that’s the one thing that we did not talk about, oh, there it is.
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debstell: Awesome. Okay, so we have a range and a good good space. So that’s great. So you see where you’re at and
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debstell: I put 10 because I actually communicate mostly with myself. Probably inaccurate to as a solo printer. I’m mostly talking to myself, but
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debstell: Yeah, that’s really, really helpful to see that kind of since we’re at. And so there’s always room for improvement and always room for growth. I don’t want to say I put 10 kind of as a joke because we’re never fully awake.
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debstell: There’s always space to increase our awareness, because we get caught in our own patterns we get caught in our own stories and so
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debstell: It’s actually, I don’t think it’s possible to be fully awake. It’s always moving towards the waking up. But yeah, we’ll look at ways that we can get more awake with our conversation today. Okay. All right, thank you for that. So how do we create a team culture of conscious conversation.
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debstell: The way that we do that.
00:19:37.380 –> 00:19:37.860
00:19:39.090 –> 00:19:45.960
debstell: Is by modeling it and leading the way. Okay, so I want to acknowledge you for being here today.
00:19:46.320 –> 00:19:55.140
debstell: Because you being here to pick up some tools that you can take back into your culture is a great way to help promote
00:19:55.440 –> 00:20:08.340
debstell: A team culture of comp conscious conversation. Okay, by modeling it leading the way. So I acknowledge you for, for being here today. Thanks for doing that. Okay. All right. Now before we get any further into the
00:20:09.570 –> 00:20:14.460
debstell: Ingredients for conscious conversation. I wanted to pause and kind of take a detour.
00:20:15.300 –> 00:20:31.470
debstell: To the three phases of crisis because one of the things that we we talked about. We want to make this presentation or this workshop useful for you is put it in the context of the phases of crisis, and for the purpose of
00:20:32.550 –> 00:20:37.770
debstell: Our looking at this crisis. We’re gonna break it down to three categories. And this is actually drawn from
00:20:39.030 –> 00:20:48.360
debstell: The curve theory. It was adapted by one of my colleagues at think effect and the three phases of crisis.
00:20:49.050 –> 00:21:04.620
debstell: We have x chaos acceptance and the new normal. And it’s going to go over some characteristics of those with you so you can understand context of where we’re at. You probably know and what that means for for communication. Okay.
00:21:06.030 –> 00:21:16.890
debstell: So chaos. There’s the first phase of our crisis is the chaos. We all know what that looked like we’ve just been in it. Very recently, and
00:21:17.460 –> 00:21:23.160
debstell: It was a real time to be reactive. And by the way, if I you think I missed something on this like I am.
00:21:23.760 –> 00:21:30.120
debstell: Not claiming to have everything included here. So if you miss something. Go ahead and throw that in the chat if you think there’s an idea. You want to add so
00:21:30.930 –> 00:21:40.950
debstell: The self characteristics. When we’re in this chaos phase, confusion, the world’s been turned upside down. It’s hard to see beyond personal safety and well being.
00:21:41.430 –> 00:21:52.530
debstell: Adrenaline kicks in and we get this temporary energy was unleashed. We saw in our teams that people would do explicit actions. But they wouldn’t step outside of boundaries. Okay.
00:21:53.370 –> 00:22:07.290
debstell: Guilt was coming up in that phase. Like, am I doing enough, who can I compare myself to it’s really hard to know if you’re doing enough when you’re at home working behind a computer like this where you know I can’t see any of you. So I don’t know what you’re up to.
00:22:07.920 –> 00:22:16.050
debstell: So we saw that managers were tending to be over controlling in this phase, which was adding stress, both to the managers and to the direct reports.
00:22:17.940 –> 00:22:25.170
debstell: And the priorities of this phase work and physical safety emotional safety and financial safety. Hey, knowing that
00:22:25.680 –> 00:22:37.140
debstell: Is important. And we’ve just been through it and it was like, if you recall this electric undercurrent of stress caused by the uncertainty of what was happening, what was coming and
00:22:37.770 –> 00:22:46.530
debstell: You know, knowing that shapes the communication and the way we did. I think a lot of people did really well with that. And we’ve watched some organizations do better than others.
00:22:47.610 –> 00:22:55.320
debstell: Great example of an organization that did really well communicating to both inside their organization and to the public was actually
00:22:56.310 –> 00:23:09.150
debstell: gangland Western from the superstore and Shoppers Drug Mart. So his communications were were extraordinary and inspiring so great to pull examples from there. So,
00:23:10.170 –> 00:23:18.750
debstell: Our next phase will acceptance and so in the acceptance phase we found new ways of doing things. So the, the photo on the right is
00:23:19.110 –> 00:23:26.490
debstell: Taken from the internet. This 92 year old man was dying his wife’s hair because she can’t get it done anymore. We’re finding new ways of doing things.
00:23:27.480 –> 00:23:37.590
debstell: The photo on the left is actually a photo that was shared in my family chat of my niece cutting my nephew’s hair so you know that’s the we’ve gone from toilet paper means to
00:23:38.460 –> 00:23:48.300
debstell: Haircut means and we’re in this new phase of acceptance, where we’re finding new ways of doing things. So this acceptance phase, which
00:23:49.020 –> 00:23:56.310
debstell: We’re still in by the way is time to be proactive. We’re getting I’ve talked to several people in the last week or so, like,
00:23:56.640 –> 00:24:10.770
debstell: In the last few weeks after the after last two weeks writing frustration was the characteristics and is this a we’re in the long haul, rather than a couple of weeks. People are trying to figure out how to injure or to thrive. There’s lots of talk about
00:24:12.390 –> 00:24:22.890
debstell: What we want to accomplish coming through this. We’ve seen the energy crashes that initial adrenaline is gone. And we’re seeing some more guilt come in.
00:24:23.670 –> 00:24:30.840
debstell: Depression is setting in. For some people, and as leaders, it’s really important to be aware of that as you’re communicating that
00:24:31.320 –> 00:24:41.580
debstell: Your people who are sitting at home who might be putting on a happy face on zoom and everything seems okay they might be experiencing guilt and depression.
00:24:42.270 –> 00:24:52.950
debstell: And you want to just be sensitive to that some of the key team characteristics that you may be observing is that productivity has evaporated as people are seeking some sort of balance.
00:24:53.460 –> 00:25:04.020
debstell: We found in the first week. The first phase of the crisis, as we all started working from home, that there was two focuses the virus.
00:25:04.500 –> 00:25:15.750
debstell: And work and people were putting extended hours into work because we’re all figuring out how to do everything via zoom and video conference and and working remotely.
00:25:17.550 –> 00:25:26.400
debstell: What you’re probably seeing is a contrast between the fabulous and the non fabulous people and there may be some frustration for you as leaders.
00:25:26.940 –> 00:25:35.400
debstell: The limited amount of oversight, you’re able to do and finding new ways of doing things. So we want to be careful that your frustrations not coming out on your team.
00:25:35.970 –> 00:25:50.820
debstell: So our priorities on his face routines. Now people are either seeking routines are being encouraged to have her teens and so that’s my recommendation to everybody is to be focusing on setting some new routines.
00:25:51.840 –> 00:26:06.120
debstell: There’s an opportunity here to if we can adapt quickly so we can working settled back into our way of being and people have started to call this the new normal. And I’m going to say for the purpose of how I’m coming at it.
00:26:06.570 –> 00:26:18.360
debstell: I don’t think we’re in the new normal. Yet, or at least not entirely. We’ve got one foot in each camp of acceptance versus new normal because new normal isn’t going to happen until we’re out of isolation as far as I’m concerned.
00:26:19.140 –> 00:26:27.360
debstell: And so that’s the point that I’m coming out. So routines are important for you to keep in mind leaders set you’re wanting to encourage routines.
00:26:28.620 –> 00:26:32.640
debstell: Personal routines, as well as professional routines to support your people.
00:26:33.870 –> 00:26:37.860
debstell: And then the new normal. We don’t know what it is yet we don’t know what it’s going to be
00:26:38.730 –> 00:26:44.640
debstell: And it’s going to be a time to be innovative that much we know. And some of that’s already starting to happen.
00:26:45.270 –> 00:26:55.140
debstell: In some of the industries that I work with, and some of the people I’m working with. They’re saying, Wow, we’re doing it this new way that we never thought of before. And we’re going to take that forward, there is
00:26:56.310 –> 00:27:05.730
debstell: This one woman that I was coaching. I was speaking with last week and she’s a partner in an investment firm and she’s like, I’ve just discovered that I can work from home.
00:27:06.180 –> 00:27:16.560
debstell: At least one day a week and I get more done. And so I’m going to do that. So we’re finding ways to to do our work differently already. So that’s why I said we have one foot and acceptance and one foot in the new normal.
00:27:17.040 –> 00:27:21.750
debstell: And but when we actually move back into the new normal whenever that might be
00:27:22.650 –> 00:27:31.110
debstell: Some things to be aware of as leaders in terms of when you’re communicating. There’s going to be some of your people who are struggling to get back to the routines of
00:27:31.500 –> 00:27:41.850
debstell: Back and I think back to the teens are not going to be the same. It’s going to suddenly feel really busy for you and for your, your team members and your employees and staff.
00:27:42.210 –> 00:27:48.030
debstell: And so it’s going to bring a different kind of stress is really important to be alert to that as we’re communicating
00:27:48.900 –> 00:27:55.440
debstell: And then some possible team characteristics. If you had to landing one off from your team.
00:27:56.340 –> 00:28:12.120
debstell: You might find that your team is depleted and they’re going to feel under resourced if they have less people we might see some new organization of teams. Some consolidations and new teams created and we might see there’s some new staff.
00:28:13.140 –> 00:28:22.380
debstell: Last off there might be a sense that loyalty to employees drops. So we’ve seen a lot of companies. Step Ups and really take care of people. We’re going to take care of people.
00:28:22.650 –> 00:28:31.080
debstell: And there might be some fear that comes out of when we get back to them, get into the new normal not back to the new normal into the new normal. There might be some
00:28:31.740 –> 00:28:42.090
debstell: Anxiety from your employees that the loyalty to them is going to drop in their concern is going to be for the bottom line for the company. So just being alert to that we’re communicating super important.
00:28:42.930 –> 00:28:50.610
debstell: And this is something to communicate to your team members is like, this is the time to be innovative. This is the time to show yourself to be
00:28:51.270 –> 00:28:58.230
debstell: valuable to the company in new ways. Okay, so I’m going to circle back to
00:28:58.590 –> 00:29:08.550
debstell: These phases of the crisis at the end of this workshop when we take everything that we’ve learned to kind of put it in that context of the, the, how to communicate in those three phase of the crisis.
00:29:09.330 –> 00:29:17.610
debstell: And by the way, this is not linear. You can get bounced back and forth in any of these phases of crisis.
00:29:17.880 –> 00:29:32.220
debstell: Sometimes if somebody in your family contracts the virus and gets ill that can bump you right back into the chaos phase. Okay. So keeping in mind that it’s not linear. And again, priorities for the new normal phase.
00:29:33.270 –> 00:29:34.650
debstell: There’s opportunities here.
00:29:35.940 –> 00:29:36.570
00:29:37.620 –> 00:29:56.040
debstell: growth and change in your company and in your communications. Alright, so this is a moment, I want to pause and give you a moment if there’s if you would share with me any insights you’ve had so far. Just pop those in the chat. And while you do that.
00:30:01.530 –> 00:30:06.300
debstell: I’m going to get into the four ingredients of conscious conversations
00:30:11.820 –> 00:30:16.350
debstell: Going to pull up the chat, because I want to make sure there was no questions about anything there. Okay.
00:30:17.460 –> 00:30:21.330
debstell: All right, conscious conversation ingredients. Number one,
00:30:23.910 –> 00:30:30.000
debstell: You’ve probably heard this before. What’s the most important ingredient to having a good conversation. It is
00:30:31.350 –> 00:30:33.990
Listening. Okay, so
00:30:35.490 –> 00:30:38.250
debstell: Yeah. Yes. Thanks Kate.
00:30:39.390 –> 00:30:42.330
debstell: Use conversation versus chat terminology is definitely a key.
00:30:43.110 –> 00:30:50.940
debstell: So, whoops, going back. Let’s go back so conscious conversation. Our first ingredient that’s really important for conference conscious conversation.
00:30:51.210 –> 00:30:59.940
debstell: Is that we have true listening and I didn’t put just listening and put true listening intentional intentionally I’m always very intentional about the language. I use
00:31:00.810 –> 00:31:11.790
debstell: Not that I get it right all the time. I’m human, too. But it’s so important to be really conscious of the language we’re using and really intentional and deliberate about the language you’re using. So
00:31:12.330 –> 00:31:26.880
debstell: quick quiz, because I know you’ve heard that before that listening is the most important part of any good communication. So Shannon, this is time for the poll. I want to see how many levels of listening are there.
00:31:35.580 –> 00:31:40.530
debstell: Shannon, once you’ve got the we’ll just wait for Shannon to get the results for us.
00:31:53.460 –> 00:32:03.840
debstell: Right, okay so well here’s the thing is, the majority of people said there were three levels of listening. And I want to start by saying first of all you are all correct
00:32:04.200 –> 00:32:11.340
debstell: And depends on where you look how many levels of listening. There are, but I like to work with three
00:32:11.640 –> 00:32:24.300
debstell: The three levels of listening because it’s easier for us to hold less things in her mind than to hold many if you walk away. Oh, am I listening at level one or level five right now and it’s a little bit harder to do so.
00:32:24.990 –> 00:32:29.580
debstell: We’re going to work with the idea. There’s three levels of listening because if I gave you six
00:32:30.240 –> 00:32:39.540
debstell: You will not remember this afternoon. What all six of them are Where’s I give you three. I know you’re going to remember. And that’s the important thing. And over 50% of you already know that. So that’s fantastic.
00:32:40.650 –> 00:32:48.330
debstell: Let’s see if you can see what they are. So we’ve got three levels of listening internal listening focus listening and global listening.
00:32:51.420 –> 00:32:53.310
debstell: Okay, and
00:32:58.320 –> 00:33:06.180
debstell: Can you share. Okay, so question here. Can you share any someone asked me, can I share any insight on language tips to help avoid planting seeds of negativity around the unknown.
00:33:06.930 –> 00:33:13.860
debstell: Example, some staff might be nervous about uncertainty that comes with statements such as new normal. Absolutely. And
00:33:15.270 –> 00:33:23.880
debstell: If give me a moment. I’m going to come to that. So thank you for that question. And we will come back to that question. So hold that. So three levels of listening.
00:33:24.660 –> 00:33:32.010
debstell: Internal listening focus listening and global listening characteristics of level one listening.
00:33:32.850 –> 00:33:43.770
debstell: Internal listening is listening to your own voice is that ignoring listening is what you’re doing, you’re in class and I hope you’re not doing level one listening right now, pretending to listen or selective listening.
00:33:45.570 –> 00:33:53.850
debstell: Level to listening is the code we want we want level two and level three. Those are our goals. So focus Listening, Listening with curiosity.
00:33:55.350 –> 00:34:09.330
debstell: Reflect reflecting what you hear and the best way to know that you’re in level two. Listening is by simply asking questions. Okay. And I want to make sure you know this like being a good listener is not about being a good person.
00:34:09.780 –> 00:34:19.140
debstell: Because some people seem to be better listeners. It’s a skill that you can develop and I wanted to make sure I left you with that today that the skill of
00:34:19.770 –> 00:34:25.770
debstell: level two and level three listening can be developed by simply asking questions coming from a place of curiosity.
00:34:26.520 –> 00:34:42.330
debstell: And it’s hard. It’s a hard thing to do because we get caught up in our own story of the event or the experience. And so sometimes we forget to ask questions, because we’re too busy processing our own version of what’s happening. So, level three listening.
00:34:43.770 –> 00:34:54.960
debstell: Listening to others in the context of their entire surroundings. So being aware and the question that came through a moment ago. Like, how can we be sensitive language and, and
00:34:55.980 –> 00:35:05.040
debstell: Is an indication that that person who asked the question is listening at a level three and global listening, understanding the context of the entire surrounding
00:35:05.550 –> 00:35:12.420
debstell: Now we’re in an interesting situation right now because probably for the first the first time in our lives. First time ever.
00:35:13.290 –> 00:35:23.130
debstell: We are all experiencing the same event, the whole world is experiencing this event. Now it’s not to say we’re experiencing it the same way.
00:35:23.610 –> 00:35:34.230
debstell: Because we’re going to be in different phases of the crisis chaos acceptance new normal at different times depending on how much media we’re consuming
00:35:35.130 –> 00:35:42.960
debstell: What’s going on with our family and friends and people close to us. There’s going to be a lot of different factors, but essentially we’re all having the same experience.
00:35:43.470 –> 00:35:51.900
debstell: So it’s going to be so much easier to practice and experience that global listening of understanding context of
00:35:52.350 –> 00:36:01.470
debstell: The entire surroundings of the other person than ever before. So now’s a good time to be kind of a alert to that. So you can bring it with you into what we’re going to call the new normal. Right.
00:36:01.920 –> 00:36:15.060
debstell: So it’s empathetic listening. It’s deep listening with a suspension of judgment, a suspension of all assumption and a willingness to receive new information whether it’s pleasant, unpleasant, or neutral.
00:36:18.120 –> 00:36:30.240
debstell: So I have a listening challenge for you. And normally I would do this listening activity if we were all in the same room. It’d be a lot easier to do this where we would practice the listening at the level two and level three.
00:36:30.870 –> 00:36:44.370
debstell: But since we can’t do that. I’m going to ask you to commit to a challenge. And here it is. I want you to commit to practicing level two and level three listening today after the workshop
00:36:47.880 –> 00:36:57.630
debstell: If you agree, think of a person, you will practice with maybe it’s your boss. Maybe it’s your kid. Maybe it’s your spouse.
00:36:59.760 –> 00:37:03.450
debstell: And once you have that person in mind. Can you pop a star on the screen for me.
00:37:09.930 –> 00:37:10.410
00:37:13.980 –> 00:37:17.040
debstell: So important that we do this because even
00:37:18.000 –> 00:37:27.900
debstell: I listened to people for a living. Okay, so I know I’m talking a lot today. But I’m a coach, and so I spend a lot of my time listening to people and making sure I’m in level two level three listening.
00:37:28.290 –> 00:37:38.220
debstell: And really holding that space, and yet we can all default to level one listening I caught myself doing it. Just the other day when my husband was telling me something. And I was like,
00:37:38.970 –> 00:37:52.710
debstell: All thinking about something else we tend to do it. Most with the people closest to us. So that’s a challenge for him. Maybe is to to practice with somebody who’s quite close to you because we tend to fall into level one, you know, pretending to listen.
00:37:54.090 –> 00:38:05.160
debstell: And do something because bad people were just like, that’s how our brains are working, it’s not efficient to be listening level two and level three all the time. It’s taking a lot of effort from us to be listening at that level. Okay.
00:38:05.910 –> 00:38:12.240
debstell: Alright, so that’s fantastic. I just wanna acknowledge all of you for your willingness to commit to that and practicing that
00:38:14.370 –> 00:38:18.750
debstell: Right, so let’s get to the gradient number two values based communication.
00:38:21.000 –> 00:38:22.860
debstell: So in the
00:38:24.840 –> 00:38:31.290
debstell: Values based communication is important because, well, first of all, let’s talk about what values are. Okay.
00:38:32.130 –> 00:38:47.730
debstell: There the principles are standards of behavior one’s judgment of what’s important in life and Renee Brown describes it this way and value is a way of being are believing that we hold most important. Now this is going to be really important for you.
00:38:49.080 –> 00:39:00.090
debstell: And the people you’re dealing with because our values, the values that here’s the value of values based communication. Sorry, I couldn’t help myself the puns. So
00:39:01.680 –> 00:39:11.670
debstell: We’re reminded that there is no right or wrong. They’re only different opinions and experiences. This means you are trying to convince anyone or when the conversation.
00:39:14.160 –> 00:39:20.520
debstell: And when we come from values based communication, we’re understanding our values were understand the eyes of the other person.
00:39:21.210 –> 00:39:34.290
debstell: We’re going to be coming from a place of curiosity and acceptance of other people’s views. This is so so vital and so we’re going to do an exercise today with values and I sent you a worksheet on that.
00:39:35.340 –> 00:39:48.000
debstell: So there’s three steps for values based communication. Step one is to know your values. Step two is to know your organization’s values and make sure your team knows them two
00:39:48.780 –> 00:39:53.910
debstell: And step three is to invest the time to know the core values of each member of your team.
00:39:54.780 –> 00:40:09.060
debstell: And I know you’re probably going, Oh, that sounds like a lot of work. It’s not, we’re going to spend a little time right now with yours and doing an exercise. It’s going to help you with knowing your values and you can take this exercise back to your team.
00:40:12.300 –> 00:40:16.350
debstell: So, ready to play. This is the part you agreed to before that you’re willing to play.
00:40:18.210 –> 00:40:23.220
debstell: In the email that you were sent Shannon sending out to yesterday I gave you
00:40:24.390 –> 00:40:38.280
debstell: A values checklist Sean can you share. It’s just clear the annotations off the screen. Thank you. So I gave you a list of values in the handouts that I gave you yesterday and the email as part of the worksheet and if you
00:40:39.870 –> 00:40:47.850
debstell: Are the type of student who likes to do pre work, you will have already done this, if, if not going to give you a little bit of time right now.
00:40:48.930 –> 00:40:51.690
debstell: To to go through and just
00:40:52.440 –> 00:41:00.600
debstell: I’m sure most of you because you’ve been in business, you’ve experienced other leadership training and workshops, you’ve gone through this value values exercise.
00:41:00.810 –> 00:41:06.150
debstell: I just asked you to play with me because I think this is you’re going to find that this one’s a little bit different than anything you’ve experienced before.
00:41:10.680 –> 00:41:14.100
debstell: So just take a few minutes to
00:41:16.200 –> 00:41:17.070
00:41:18.660 –> 00:41:33.840
debstell: The values that you hold important to you now. And one fellow, I did this with recently in a circle. Every single thing. Oh, just so someone pointed out, and but they didn’t make the list.
00:41:34.980 –> 00:41:41.730
debstell: I will add him. But the next time around. And that’s why I asked him anything, anything not on here that you think should be here.
00:41:42.060 –> 00:41:46.200
debstell: I mean this list is like it’s organic is growing right this is the thing with language. You can get them all.
00:41:46.620 –> 00:41:52.680
debstell: So. Wow. Cool. Somebody so circling on the screen. And we can actually see that you’re doing that. So that’s pretty cool.
00:41:53.670 –> 00:42:05.550
debstell: But you may not necessarily want to do that or you can go ahead. We know who you are. And so go ahead and circle or mark them for yourself and Klay
00:42:06.060 –> 00:42:17.520
debstell: Identify what those values are, again, I’ve had some people circle everything. It doesn’t make you a bad person. If you don’t choose some things. Okay, we’re just talking about the ones that are just they guide you
00:42:18.120 –> 00:42:24.600
debstell: They, they drive you in your day to day actions and your decisions and even in your communications.
00:42:29.970 –> 00:42:32.040
debstell: And generally, you might have
00:42:35.370 –> 00:42:41.490
debstell: 10 to 12 I know you probably have you guys ever had that people said, Oh, pick your seven values.
00:42:42.750 –> 00:42:48.720
debstell: I’m not a fan of saying you have to have a certain number like that. Um, and that being said, I’m going to
00:42:50.490 –> 00:42:52.290
debstell: Trick you in a second. Okay.
00:43:03.210 –> 00:43:05.100
debstell: Gonna give you another few seconds to do that.
00:43:14.730 –> 00:43:20.070
debstell: And even if you haven’t quite finished the next phase of this, you’ll still be able to do it.
00:43:31.380 –> 00:43:31.680
00:43:34.830 –> 00:43:36.450
debstell: Another 10 seconds. So then we’re gonna move on.
00:43:44.760 –> 00:44:06.960
debstell: All right, we’re gonna keep playing with this and we’re going to go to the next part of this exercise is to take those key values that you identified and we’re going to actually boil them down and I know I said I wasn’t a fan of saying you have to have seven values or five values.
00:44:08.580 –> 00:44:17.820
debstell: What I am a fan is as you identifying your top two. So, for the same reason as I said with the listening. There’s you can break those all down to multiple levels.
00:44:18.150 –> 00:44:31.740
debstell: But most people can’t hold more than two or three ideas at one time. And so for me to walk around going, I had 10 values and to walk around making sure I’m living those all the time. And then I’m communicating
00:44:32.490 –> 00:44:42.840
debstell: To other someone else’s 10 values is really complicated. Whereas if we narrow them down to our top to we can boil them down. So that’s what I want you to do right now.
00:44:43.470 –> 00:44:56.910
debstell: I want you to identify your top two values and I want your write them in the chat with a brief description of how each value shows up in your behavior.
00:44:58.770 –> 00:45:08.280
debstell: And you’ll notice, don’t feel bad if you’re saying that, you know, family isn’t one of your one of your values and you don’t choose as one of your top two because chances are,
00:45:08.970 –> 00:45:17.280
debstell: It falls underneath one of those top two. I like to look at the top two values as our umbrella values. I’ll give you an example.
00:45:18.750 –> 00:45:30.270
debstell: So my top two values. My top core values are learning and connection and the examples of ways that that shows up in my life is for learning.
00:45:30.900 –> 00:45:51.210
debstell: I’m always reading and taking courses for connection I spend time nurturing relationships in all areas of my life work friends, as I said already family so family is a strong core value of mine, but it’s not my main one connections, more important and it falls under connection. Okay.
00:45:52.770 –> 00:45:56.010
debstell: So take a moment. Once you’ve got your top to
00:45:59.280 –> 00:46:03.930
debstell: Open up the chat. Here’s what I really need you to play with me, guys, you promised you would play
00:46:05.370 –> 00:46:07.260
debstell: So give me your top two values.
00:46:10.230 –> 00:46:11.190
debstell: In the chat.
00:46:14.280 –> 00:46:19.260
debstell: And if you can think of an example of how that shows up in behavior, add that as well.
00:46:21.960 –> 00:46:22.440
00:46:25.290 –> 00:46:37.350
debstell: So, Joseph shared that empathy is one of his top values. He tries to put himself in the shoes of others if they have shoes and follow up obsessed with never giving up. Okay.
00:46:39.030 –> 00:46:42.150
debstell: Chasing ensuring nothing gets lost. Amazing.
00:47:08.190 –> 00:47:15.870
debstell: Haha. See, Joseph just added three and four. It’s really tempting to do that. And it’s okay to come to play with this for a while. I mean, we’re obviously doing it and they’re kind of
00:47:17.130 –> 00:47:22.110
debstell: time constraint and you might want to sit with it for a bit and go out, actually.
00:47:23.280 –> 00:47:30.930
debstell: Right. And if you don’t have to give up fun and optimism Joseph to say that empathy and follow up. Are your key values because empathy.
00:47:31.560 –> 00:47:41.610
debstell: You know, the others may fall under that. Okay, so from Darren. We’ve in Oregon. We’ve got inclusion. He tried to learn about other circumstances and giving back. Okay.
00:47:42.810 –> 00:47:44.130
00:47:50.490 –> 00:47:51.390
debstell: Don’t overthink it.
00:47:52.410 –> 00:47:59.880
debstell: So from Kate understanding always looking to learn more about her world awesome harmony.
00:48:00.900 –> 00:48:04.710
debstell: From Anna keeping things balanced commitments sticking through to the end.
00:48:06.930 –> 00:48:11.670
debstell: Family so Janine says family and financial stability.
00:48:12.690 –> 00:48:16.410
debstell: Connections and accountability or from a bond.
00:48:18.300 –> 00:48:21.120
debstell: Courage. So being vulnerable living with my whole heart.
00:48:25.110 –> 00:48:31.470
debstell: Theresa has met Renee Brown to awesome okay wholehearted wholehearted living. Yeah.
00:48:36.630 –> 00:48:39.810
debstell: I’m just going to continue to pop them in there and
00:48:42.540 –> 00:48:43.740
debstell: As you’ll see,
00:48:45.090 –> 00:48:55.230
debstell: We have as many different takes on values as the people who put them in there and everybody comes out things with slightly different point of view. So you can see if if
00:48:56.100 –> 00:49:04.110
debstell: Risk taking is one of my top two values. I’m a risk taker. So say my talk to our creativity.
00:49:04.770 –> 00:49:14.760
debstell: And Patty says creativity and yeah courage to be vulnerable creativity encouraging solutions that come unexpected or or unconventional way.
00:49:15.690 –> 00:49:24.840
debstell: So, and then some people are communicating with me privately and I don’t know if you know you’re doing that. So it’s okay to switch over. You can do a drop down and switch to the public. Okay.
00:49:25.290 –> 00:49:38.010
debstell: And creativity. So if creativity and risk taking, are my top two values and I come up with a going to conversation with somebody who’s taught to values, our
00:49:39.150 –> 00:49:48.270
debstell: financial security and stability and we’re, we’re trying to grow something or work on a project together in a company
00:49:48.870 –> 00:50:00.030
debstell: Whether they’re a client or a team member, you can see how that would cause conflict, right. We’ve got yeah Joseph oil and water right financial stability risk taker and you put those two together.
00:50:00.540 –> 00:50:07.050
debstell: But knowing that so and if you know that about the other person. You can you’ll won’t take it so personally
00:50:07.350 –> 00:50:18.660
debstell: Because that person maybe he’s the CFO or she’s the CFO and they’re always kind of turned about cutting corners with the costs and cutting costs and you’re going to like, be creative and they keep shutting you down.
00:50:18.870 –> 00:50:29.400
debstell: And you might take that personally think well this is about. They don’t believe in me and they don’t like my ideas when really they’re just trying to come from their own place about of values. And so knowing that
00:50:30.210 –> 00:50:40.230
debstell: About your team members and taking this exercise back and doing with them and talking amongst the team about what that looks like and what that means to them.
00:50:40.920 –> 00:50:57.570
debstell: It’s so helpful. So there is a conflict, you can say, oh, this is why I’m annoyed with that person they’re stepping on my values. And if we know that this we can go to them and say, then we can get to the tough conversation part and actually talk about it. Okay.
00:50:59.070 –> 00:51:05.040
debstell: Yeah. Awesome. Thanks for playing guys and I hope you’ll take this back and do with your team.
00:51:06.750 –> 00:51:08.010
debstell: Yeah, your top values.
00:51:09.540 –> 00:51:18.540
debstell: Top values may also change slightly right now. I’m not sure that they will be made manifest in different behaviors, but our values don’t usually change our values are
00:51:19.080 –> 00:51:33.810
debstell: Kind of fix what’s important to us in terms of where our focus is and how we behave around them are the same are certain may change, but our values are going to be the same. So for me, connection was a top value and I am
00:51:34.830 –> 00:51:42.900
debstell: You know I ramped up my need for connection right now. So for someone who financial stability is their top value.
00:51:43.380 –> 00:52:01.080
debstell: They may have been experiencing even more stress right now because that is their core value. Does that make sense. Okay. So yeah, keep in mind that the behavior might change around it, but the value usually is the same, and even something like, you know, a top value of connection.
00:52:02.310 –> 00:52:07.200
debstell: It might manifest in somebody else’s behavior might actually
00:52:08.580 –> 00:52:14.940
debstell: Result in me behaving differently from that value, but it’s still a value hope that makes sense. Okay.
00:52:16.140 –> 00:52:24.720
debstell: Alright, so I’m not sure why this slide is here again. So we’re going to slip right past it so key insights so far from this exercise.
00:52:26.250 –> 00:52:45.180
debstell: And well, see I coach and teach around insights. So I want to make sure you have insights, the insights, change the way we see the world. And so I want you to take a moment to just tune in. What is your insight around doing that exercise for yourself.
00:52:46.320 –> 00:52:48.870
debstell: Or taking it about your team what it might mean
00:52:50.040 –> 00:52:54.360
debstell: While you’re doing that, I want to go back and answer that question.
00:52:57.750 –> 00:52:58.980
debstell: That was asked in the first place.
00:53:00.120 –> 00:53:10.170
debstell: Patty asked, Can I share any insight on language tips to help avoid planting seeds of negativity around the unknown. For example, some staff might be nervous about uncertainty that comes with statements that just new normal.
00:53:11.340 –> 00:53:22.230
debstell: Again it comes down to just having honest conversations right and being transparent so having the tough conversations and being courageous. So we’re going to get into the next.
00:53:23.220 –> 00:53:29.790
debstell: Element of conscious conversation. I think coming up next is courage and so that gets us there is that
00:53:30.330 –> 00:53:35.460
debstell: Being courageous and speaking the truth and just saying, Look, I don’t know what’s going to happen.
00:53:35.970 –> 00:53:45.930
debstell: And I’m in this with you. So letting them know that you’re in it with them and that when you have any information to share about what the new normal is going to look like.
00:53:46.290 –> 00:53:57.420
debstell: That you will share it. You’re not going to withhold information from them and no matter what it looks like you’re there with them, and you’re going to walk it walk through this with them. Okay. And that might mean supporting them in
00:53:57.810 –> 00:54:13.290
debstell: A transition that means your company’s downsizing. That might mean supporting them in that transition because there are ways that we can have those conversations and support people when they’re excellent or organizations that will reduce the the
00:54:14.490 –> 00:54:20.100
debstell: The impact of it, but again just like being honest and being there with them is I think the best way I could answer that.
00:54:22.830 –> 00:54:23.100
00:54:29.880 –> 00:54:30.510
debstell: All right.
00:54:31.680 –> 00:54:32.070
00:54:33.420 –> 00:54:42.960
debstell: Number three, courage, give you a spoiler alert on that one. Why courage. Well, let’s begin with what it is, is the ability to control your fear in dangerous or difficult situations.
00:54:43.830 –> 00:54:50.520
debstell: It’s a willingness to show up and be seen even when we can’t control the outcome. And this goes back to what I said a moment ago.
00:54:50.820 –> 00:54:59.970
debstell: In response to that question is being willing to be show up and be seen even when you can’t control the outcome. You don’t know what the outcome is going to be none of us do.
00:55:00.750 –> 00:55:16.770
debstell: Have this crisis of what’s going to look like in our organizations. When we return to offices. If we returned offices. Okay. And so the willingness to show up and be seen and just say none of us can control the outcome and just being honest about that so
00:55:18.180 –> 00:55:23.970
debstell: As I mentioned at the beginning of this presentation I’m trained by the dirty LEAD program and the
00:55:24.570 –> 00:55:31.230
debstell: Research question that Renee Brown asked when she was doing her dare to lead research her leadership research was this
00:55:31.530 –> 00:55:44.610
debstell: What, if anything about the way people are leading today needs to change in order for leaders to be successful in a complex rapidly changing environment where we’re faced with seemingly intractable challenges and an insatiable demand for innovation.
00:55:45.840 –> 00:56:00.090
debstell: This was actually written several years ago, but it’s so so relevant to the moment in time, we find ourselves in. And the answer, the answer from leaders was we need to braver leaders and more courageous cultures.
00:56:01.440 –> 00:56:04.560
debstell: Now the number one reason we avoid tough conversations
00:56:06.960 –> 00:56:07.530
00:56:11.070 –> 00:56:12.240
debstell: So what are we afraid of
00:56:15.090 –> 00:56:25.290
debstell: Being impolite fear of not seeming nice fear of rejection even fear of death. I know I just caught your attention. For those of you who are in in Level one listening are now listening.
00:56:26.340 –> 00:56:31.980
debstell: Even fear of death and hear me out. You’ve all heard the statistics of
00:56:33.030 –> 00:56:40.080
debstell: Public speaking and how people fear public speaking more than death. And the reason for that is that we historically
00:56:41.070 –> 00:56:49.620
debstell: The primal part of our brain. If we were to speak out, we might get kicked out of our tribe and we get kicked out of our tribe. Then we die.
00:56:50.580 –> 00:56:56.010
debstell: Our brain is an interesting thing, because our brains job is to keep us safe and alive.
00:56:56.640 –> 00:57:11.520
debstell: And if the way we’ve been doing things is keeping us safe and alive. Our brain doesn’t want to do anything differently. Okay, so this is when we have these tough conversations we confront people and we have invite them to an
00:57:13.050 –> 00:57:28.320
debstell: Intense conversation, even when we’re the ones who are leaders and we’re in control and we’re on the you know the in the higher chair on that side of the desk. We can still have, you know, sweaty palms and pits and racing heart because
00:57:30.480 –> 00:57:36.630
debstell: There’s potential for conflict and. Now some of you may know what I’m talking about. Some of you may go well what is she talking about
00:57:37.140 –> 00:57:48.420
debstell: But it happens for some people, and it’s good for you to know that that might be happening to the person you’re speaking to that they’re having fear of speaking up as well. Okay, so I want to be alert to that.
00:57:49.950 –> 00:57:53.820
debstell: So to overcome our fear. What we do is we engineer safety.
00:57:55.380 –> 00:58:03.090
debstell: By being nice and polite and avoiding tough conversations, including giving productive honest feedback.
00:58:06.210 –> 00:58:09.960
debstell: So our rule of thumb, and this is from from Renee Brown.
00:58:11.280 –> 00:58:18.870
debstell: Is it clear, is kind unclear is unkind to go back to I think it was Patty us that question, how do you
00:58:20.160 –> 00:58:30.000
debstell: Avoid planting seeds of negativity clear is kind unclear is unkind. So always being clear and transparent is the best way to do that.
00:58:32.010 –> 00:58:33.390
debstell: Just letting them know you’re in it with them.
00:58:36.090 –> 00:58:37.200
debstell: So self assessment.
00:58:38.610 –> 00:58:51.240
debstell: I’m not going to ask you to do this one publicly, you’ll notice on that page of your workbook, there’s a moment for you to there’s a place for you to answer that question. Where would you rate yourself.
00:58:52.590 –> 00:58:58.440
debstell: On a scale of one to 10 in terms of your comfort with sharing honest feedback.
00:59:01.890 –> 00:59:09.840
debstell: So I have a question that is that so I believe courage is a skill which can be developed an improved and not an attribute or a character trait.
00:59:10.350 –> 00:59:26.580
debstell: Yeah, the answer is yes, I do believe it’s something that you can work on and you can work on it by deconstructing the stories so courage traditionally is seen as an attribute or a character trait. You either have it or you don’t have it. And so
00:59:28.350 –> 00:59:32.280
debstell: As a result, there’s a life event. Well, I’m just not courageous, so I’m not gonna do anything.
00:59:32.640 –> 00:59:44.460
debstell: Right. Or I’m just not courageous. I’m not going to have a conversation. And the way we gain courage, I believe, is by actually having the tough conversations to put ourselves in the uncomfortable situations.
00:59:45.060 –> 00:59:54.030
debstell: So those people who have high levels of courage. According to the research of Dr. Brown is that the
00:59:54.540 –> 01:00:01.950
debstell: They believe that it was it was a trait that they just had, and they look for people who already have these character traits and they tend to be
01:00:02.340 –> 01:00:13.380
debstell: A certain type of person. So if you’ve had a background in, you know, sports and trying out for things and your parents encouraged you to
01:00:14.040 –> 01:00:30.090
debstell: Try new things and have a growth mindset of like it didn’t matter if it didn’t work out that failure was okay and you came from that perspective, you will have strengthened your character muscle your courage muscle. Whereas if you
01:00:32.640 –> 01:00:33.510
debstell: If you
01:00:34.650 –> 01:00:49.320
debstell: Sorry, I got distracted by the chat. That’s the problem with this this format. Right. So the thing is if you strengthen your courage muscle by having these experiences. That’s why it’s a skill. Okay, does that make sense. Okay, and
01:00:50.370 –> 01:00:57.060
debstell: Another question was did I answer the questions about the most essential ingredients for conscious conversations. Yep, I’m getting there. So we’ve got
01:00:58.140 –> 01:01:08.760
debstell: We’re working through them. There’s we’re getting there. So the most essential ingredient for conscious conversations is courage. Okay. Without that
01:01:10.890 –> 01:01:14.010
debstell: None of the rest of this matters because you can apply it unless you’ve got the courage to do so.
01:01:14.490 –> 01:01:22.290
debstell: So writing yourself. How good are you at giving difficult information or sharing honest feedback and write yourself a mobile one to 10 and it’s okay.
01:01:22.680 –> 01:01:30.360
debstell: This is like where you are right now. It doesn’t mean you’re stuck there, you can get better sometimes are better than others. Maybe you’re better at doing it with certain people than other people.
01:01:30.960 –> 01:01:36.780
debstell: And looking at, like, what’s going on there because there’s all these different factors that we have
01:01:37.470 –> 01:01:43.410
debstell: That shape how we interact with people, right, is you might have a difficult time giving feedback to somebody who
01:01:43.680 –> 01:01:54.930
debstell: You’re they’re super senior on the team and get you have a hard time giving them feedback and it could be. They remind you of your stepfather who scares you. Right. Like, you don’t know, there’s all these different pieces so
01:01:55.500 –> 01:02:01.290
debstell: Don’t judge yourself just give an assessment of where you are and where you want to be okay.
01:02:02.970 –> 01:02:03.480
01:02:05.040 –> 01:02:17.730
debstell: For sake of time I’m going to ask you to do this as homework later. But I’m also going to give you a moment to think about it and reflect on this. What is one way you might be engineering safety in your workplace.
01:02:18.750 –> 01:02:30.060
debstell: Are you a team leader who’s avoiding a conversation with a team member who may be as bringing negativity and toxicity to team meetings.
01:02:31.080 –> 01:02:32.220
debstell: That could be one way
01:02:33.300 –> 01:02:47.340
debstell: Right. I’ve been in organizations where there’s somebody who’s like was clearly incompetent and really needed to be let go and the leader was too afraid to have that conversation. And so it kind of poisons the rest of the culture.
01:02:48.510 –> 01:02:50.280
debstell: You know, so there’s those things that could be happening.
01:02:51.390 –> 01:02:56.940
debstell: So what’s one way that you might be engineering safety in your workplace. Maybe it’s avoiding a conversation. It’s avoiding a person
01:02:58.590 –> 01:03:03.840
debstell: And is there some one you could be more kind to by being more clear.
01:03:07.680 –> 01:03:18.060
debstell: really encourage you to take some time after this workshop today to reflect on that, if we were together. I would give you the time now, but I want to make sure that we we wrap up in the time that we said we would
01:03:23.580 –> 01:03:28.890
debstell: So any insights so far that you had that you want to share
01:03:30.900 –> 01:03:34.830
debstell: We’ve covered courage, the essential ingredients of
01:03:36.450 –> 01:03:42.870
debstell: Listening values this communication encouraged, those are our three ingredients. So far, we’ve got one more to go.
01:03:47.760 –> 01:03:51.300
debstell: Okay, and keep popping questions in the chat if you want
01:03:52.680 –> 01:03:57.960
debstell: Awesome so conscious conversations Ingredient number four trust.
01:04:00.240 –> 01:04:11.970
debstell: We’re gonna break this down. So in your workbook. I gave you a chart looks like this. And you can go ahead and fill in the in the column on the left hand side.
01:04:12.570 –> 01:04:21.330
debstell: Each box gets its word and we’re going to do an exercise with this. I just thought it would be better than having you write the words out twice so
01:04:21.900 –> 01:04:32.460
debstell: You can go ahead and start filling those in with the seven elements of of trust. This is key for designing and redesigning relationships like I talked about the beginning
01:04:33.120 –> 01:04:43.140
debstell: So the first one in your first box is boundaries and burn a brown describes boundaries as what’s okay and what’s not okay best definition for boundaries. I’ve ever heard.
01:04:43.530 –> 01:04:49.980
debstell: And suppose that I don’t, I’m not very good at setting boundaries, like, all you have to do is ask yourself what’s okay and what’s not okay.
01:04:51.330 –> 01:04:54.990
debstell: So in an organization, what’s not okay is that you come in late
01:04:56.220 –> 01:04:58.980
debstell: Right. And so if you don’t let a new
01:05:00.120 –> 01:05:11.550
debstell: A new team member when they come on to the team know what’s okay what’s not okay. How are they supposed to know. So we do this all the time are always designer relationships. Again, we’re doing either intentionally or unintentionally, but we’re usually but we’re doing it.
01:05:13.740 –> 01:05:23.370
debstell: Some of the ways we do it unintentionally like by not speaking about what we expect. So reliability is our next one you do what you say you’ll do
01:05:25.740 –> 01:05:31.110
debstell: Again, accountability, you own your mistakes apologize and make amends.
01:05:32.760 –> 01:05:40.980
debstell: Often people confuse accountability and reliability, say, Oh, I’m who’s accountable for this task. It’s really like and
01:05:41.760 –> 01:05:49.800
debstell: Again, it’s semantics. But for the sake of this, we’re going to separate those ideas, the reliability is knowing that that person is going to actually do that thing. Okay.
01:05:50.430 –> 01:06:07.320
debstell: And accountability. Own your mistakes apologize make amends. And next one, the vaults. You don’t share information experiences are not yours to share this is so so key to establishing trust in a relationship.
01:06:08.550 –> 01:06:09.300
debstell: And on a team.
01:06:11.460 –> 01:06:17.100
debstell: Choosing. And when somebody else does it actually making sure that they you tell them. We don’t do that here.
01:06:17.790 –> 01:06:27.120
debstell: Integrity. She’s encouraged over comfort, which is exactly what I was just talking about. It’s like telling someone else that actually we don’t do that or we talked about someone else. You got a problem with that person go talk to them.
01:06:27.600 –> 01:06:34.320
debstell: Okay, so she’s encouraged over comfort and practicing your values, coming from a place of honest intentions.
01:06:36.480 –> 01:06:42.630
debstell: Non judgment, we asked for what we need and talk about how we feel without judgment.
01:06:45.690 –> 01:06:51.480
debstell: And generosity extending the most generous interpretation to intentions words and actions of others.
01:06:52.920 –> 01:06:56.280
debstell: As I’m sorry I tapping my my microphone.
01:06:58.170 –> 01:07:07.410
debstell: Generosity is so key here to come from that place of being truly curious that we may not have all the information so we tend to
01:07:07.830 –> 01:07:08.610
debstell: Because we’re human
01:07:09.000 –> 01:07:11.190
debstell: React and blame other people
01:07:11.400 –> 01:07:23.130
debstell: When something goes wrong. We see it. We’re seeing it happening out in the world right now people are upset about what’s going on with the prices and they’re blaming politicians and they’re blaming people and they’re coming up with conspiracy theories and
01:07:23.910 –> 01:07:38.190
debstell: It’s actually just eroding culture on the bigger scale, right. So if coming from a place of the most generous interpretation interpretation of intentions words and actions of others will help to establish and build trust. Okay.
01:07:38.790 –> 01:07:55.440
debstell: So there’s two categories, you’ve noticed when you look at these one is setting clear expectations and the categories of trust and the other is creating psychological safety. So for setting clear expectations its boundaries reliability accountability.
01:07:56.580 –> 01:08:04.620
debstell: So making sure your team knows what expectations look like. Want to make sure we touch on all three of these points of the elements of trust.
01:08:05.580 –> 01:08:19.170
debstell: Now in communicating and clarifying expectations. There’s one amazing question. What’s the best question ever for communicating expectations and this is from Bernie brown to what does done look like
01:08:20.970 –> 01:08:35.010
debstell: It can be a question you give your team to ask you a question you asked your team when you give them instructions and they’re like, yep, yep, sure. Got it. I’ll do that by Friday and right okay what is done look like making sure that you’re all on the same page.
01:08:38.850 –> 01:08:55.170
debstell: Amazing. Alright. So trust is the other part is creating psychological safety as the other for the vault integrity non judgment and generosity. We’re going to do an exercise now with this and want you to play along with me. We’re almost done.
01:08:56.220 –> 01:09:08.160
debstell: I want you to think of a colleague, maybe you think of your spouse. I don’t know. Um, but we’re we’re work we’re work focused on this today. So think of a colleague, with whom you would like to have a better communication.
01:09:10.590 –> 01:09:11.340
debstell: got somebody
01:09:12.570 –> 01:09:22.740
debstell: Choose one of the elements of trust and write two examples of behaviors that you could work on and behaviors. You want to see from them.
01:09:23.250 –> 01:09:28.140
debstell: And if you’re already have a strong trust with a particular element indicate the behaviors that contribute to that strength.
01:09:28.530 –> 01:09:39.540
debstell: Now obviously if we’re sitting together in a room, we take the time to do this, I’m going to trust that you’re going to do this on your own. You can also take this back and do this with your team so that
01:09:40.710 –> 01:09:47.070
debstell: You have a common shared language for what these behaviors look like
01:09:48.840 –> 01:09:50.700
debstell: So once you have that
01:09:52.290 –> 01:09:59.910
debstell: And you’ve chosen which element of trust, you’re gonna use. I’m going to work with boundaries because of the top. So if you want to work with another one that’s fine.
01:10:00.180 –> 01:10:08.160
debstell: But I’m going to recommend we work with boundaries so they’re all kind of doing the same. And what I’d like you to do is take a moment.
01:10:09.360 –> 01:10:19.200
debstell: To write down you can choose one of these columns, either. I’d like you to start with yourself, because I think it’s so important that we start with ourselves, what does it look like for you.
01:10:20.400 –> 01:10:27.270
debstell: When you’re keeping boundaries. Right. You’re increasing trust with a colleague in terms of keeping boundaries.
01:10:28.950 –> 01:10:33.180
debstell: So for me, when I talk about
01:10:35.520 –> 01:10:44.610
debstell: Boundaries is stating expectations clearly and taking the time to design the relationship
01:10:45.720 –> 01:10:47.940
debstell: Those are behaviors for me that
01:10:49.740 –> 01:10:50.400
debstell: Are key.
01:10:52.050 –> 01:11:03.900
debstell: For making sure boundaries. So I’m looking at a colleague and I’m, I’m asking them that I behaviors that they that I want to see more from them. I might say,
01:11:05.220 –> 01:11:07.050
debstell: I want to know that.
01:11:09.810 –> 01:11:18.540
debstell: You will show up to work on time, because it’s not okay when you come in late. I’m just using that example because it came to mind. Okay, and
01:11:19.680 –> 01:11:31.560
debstell: Another example of a boundary would be to not let’s talk about the, you know, certain certain things you don’t want to talk about with them right boundaries. It’s overstepping a boundary
01:11:31.980 –> 01:11:46.920
debstell: Of yours, it’s not okay to make off color jokes somebody that’s a boundary for you. And that’s a behavior you want to address with this colleague going you know what you might think those are funny. It’s not funny to me right and then for each
01:11:49.230 –> 01:11:57.600
debstell: Of the elements where you can improve and each of the places where the colleague of yours that you’re thinking of might improve
01:11:58.050 –> 01:12:13.110
debstell: Already, what are those behaviors that you might have. So you can help me out by just giving me some examples of what that would look like for you in terms of behaviors. So pick one of them and
01:12:14.190 –> 01:12:21.660
debstell: Any one of the seven elements and Chuck share in the chat one or two behaviors of what that would look like in action.
01:12:33.420 –> 01:12:34.740
debstell: camera shy but chair today.
01:12:42.030 –> 01:12:43.080
debstell: My teacher glasses on.
01:12:44.490 –> 01:12:45.750
debstell: So this is
01:12:46.890 –> 01:12:48.750
debstell: What my daughter calls my teacher look
01:12:51.180 –> 01:12:52.170
Just kidding. So
01:12:55.440 –> 01:13:00.780
debstell: Boundaries. Ah, keep ours for replying for emails. Awesome.
01:13:02.790 –> 01:13:03.420
01:13:11.160 –> 01:13:14.010
debstell: Because I know this isn’t easy, but it’s important
01:13:15.570 –> 01:13:22.110
debstell: If we don’t take the time to articulate what the behaviors look like for each of these things.
01:13:23.940 –> 01:13:27.480
debstell: Then how can we communicate them effectively the bizarre expectations.
01:13:29.370 –> 01:13:40.140
debstell: And it might be something you want to hash out with your teams. Right. The you know obviously in the vault is pretty obvious that we don’t talk about things that are not ours to talk about
01:13:41.280 –> 01:13:46.980
debstell: And it could be that something you want to work on it could be something you want a team member to to work on her colleague
01:13:54.840 –> 01:13:55.920
debstell: Okay, well I’m gonna move on.
01:14:00.180 –> 01:14:07.410
debstell: Feel free to share any insights you had so far. I want to move on and make sure I give you the formula for tough conversations
01:14:09.240 –> 01:14:18.300
debstell: So remember, clear as kind unclear is unkind of wedding tough conversations in the name of being nice or polite is unkind.
01:14:20.160 –> 01:14:21.390
debstell: So our results.
01:14:22.560 –> 01:14:24.600
debstell: The results of avoiding tough conversations
01:14:26.880 –> 01:14:32.460
debstell: Is that it diminishes us and engagement, it increases problematic behavior.
01:14:34.170 –> 01:14:38.040
debstell: It decreases performance due to lack of clarity and shared purpose.
01:14:40.140 –> 01:14:41.430
debstell: And then here’s the formula.
01:14:43.530 –> 01:14:52.110
debstell: Got this I believe I gave this to you in your worksheets. I want to number one plan, what you’re going to say. So it’s so important to take the time to script this when you’re
01:14:52.890 –> 01:15:02.820
debstell: Even if you’re good at having tough conversations. It’s still valuable for you to script it because you never really know what’s coming out of your mouth until it comes out, none of us can predict the future. So if we don’t plan it
01:15:03.300 –> 01:15:10.320
debstell: Random stuff can come out. Wow, so plan, what you’re going to say schedule the conversation.
01:15:11.040 –> 01:15:16.470
debstell: And ask permission. Now, those two are important scheduling the conversation and asking permission are important.
01:15:16.710 –> 01:15:30.990
debstell: Because we don’t want to blindside somebody with a conversation we’re about to hear something, it might be difficult to hear without letting them know it’s about to happen so want to make sure that both parties are aware that a conscious conversation is about to occur.
01:15:32.190 –> 01:15:37.920
debstell: Okay, number four we’re going to state the facts in 20 seconds or less. Okay.
01:15:38.850 –> 01:15:44.700
debstell: Taking time to make sure you’re clear on the facts. This is why I wanted you to write it out in the first place because we don’t write it out, you’re going to be rambling.
01:15:45.210 –> 01:15:53.520
debstell: So take the time to make sure you’re clear on the facts and you’re leaving assumptions and judgments outside of the conversation. It’s vital to hell. Well, the conversation is going to go.
01:15:54.300 –> 01:16:03.420
debstell: And when we bring blame and judgment to a conversation. We also invite defensiveness, and nothing is going to turn a conversation or a relationship toxic faster.
01:16:05.070 –> 01:16:17.970
debstell: So once you’ve stated the facts, you’re going to state your feelings and you’re going to state your feelings from a calm clear headed place again refer to number one plan, what you’re going to say.
01:16:18.930 –> 01:16:35.070
debstell: It’s so much easier to keep it short and concise. If you plan it. And the example would be, I felt very uncomfortable when you did that, it was like we’re suddenly rivals instead of on the same team. Oh, and this is referring to another worksheet. I have where the
01:16:37.020 –> 01:16:49.770
debstell: The person is talking to someone else, because they actually did something in a board meeting that wasn’t expected. So the player one in the board meeting presented information that the two had agreed they weren’t both going they weren’t going to present yet.
01:16:51.330 –> 01:16:51.750
01:16:53.220 –> 01:17:01.800
debstell: After you’ve stated your feelings. You’re going to suggest a resolution or make a request, I’m always a fan of making a request over suggesting a resolution.
01:17:02.280 –> 01:17:13.320
debstell: Depending on who you’re dealing with because some people might feel like you’re telling them what to do. So making a request, sometimes works better. Again, you’ll have to make a judgment depend, depending on what the relationship is there.
01:17:14.790 –> 01:17:22.950
debstell: So, suggesting a resolution, you need to be abundantly clear what will resolve the situation reminder Clara’s kind and, for example,
01:17:23.310 –> 01:17:39.450
debstell: I wanted to share this with you so that you understand my perspective. My request is that we agree to not speak about something in a board meeting we stick to it. If you disagree with me. Let’s talk it through before hand. So we can go into the meeting and united, what are your thoughts.
01:17:41.460 –> 01:17:52.620
debstell: So there’s your formula for the tough conversation. Stick to the plan. And remember that clear is kind of what they started with that the beginning and end. Okay.
01:17:55.890 –> 01:17:58.350
debstell: So I want to bring that all back.
01:17:59.700 –> 01:18:05.040
debstell: And before I move on, if there’s any questions or insights you want to go ahead and throw this in the chat. That’s great.
01:18:06.300 –> 01:18:18.480
debstell: Okay. Well, let me know. So bring it all back to the current crisis and any crisis that you might find yourself in because regardless. Like we happen to be in this one.
01:18:19.680 –> 01:18:32.970
debstell: But the phases of crisis are the same, regardless of the crisis, it could be something that happens in your company after this is all over. Okay, we can get kicked back into the chaos face quite possible.
01:18:33.600 –> 01:18:50.010
debstell: So for communication in the chaos phase of when focus on high empathy, reducing fear health and family first and I’m sure all of you did that there was a lot of information. There’s a lot of support out there and it comes naturally to us is so interesting how
01:18:51.420 –> 01:19:00.510
debstell: Some of the best of humanity has showed up through this crisis because this came naturally, most people I have not actually heard a story of any
01:19:03.480 –> 01:19:10.740
debstell: company or organization being jerks to their employees. Now it could be that I haven’t heard it, but it doesn’t mean it didn’t exist. But most people have
01:19:11.010 –> 01:19:14.700
debstell: We’ve heard some really positive things about how people are taking care of their people.
01:19:15.390 –> 01:19:27.720
debstell: So as we’re communicating around those things and noticing that you might go back into the new normal go back into the office and somebody might be kicked into the chaos phase of this crisis when we’re there. So, be alert to that.
01:19:28.110 –> 01:19:38.190
debstell: And goes back to the question. Somebody asked earlier about the anxiety. They might be feeling about the uncertainty around their jobs. Okay, and
01:19:39.000 –> 01:19:54.360
debstell: Coming from the four ingredients for conscious communication be listening at level two and three hearing what they’re saying aware of their context, their context. Okay, being courageous courageous and
01:19:55.680 –> 01:20:07.170
debstell: Transparent and wholehearted and asking the hard questions and just being honest, that you don’t have the answers. Okay. Be curious about where they’re at and the elements of trust. Make sure those are in place.
01:20:08.700 –> 01:20:17.730
debstell: You’ll notice the theme here that the conscious conversation. There’s nothing new, how we apply it in the face of crisis, if we’re doing it all the time.
01:20:18.360 –> 01:20:26.520
debstell: And if we’re not doing it all the time. We can up this with this, the tools that I shared with you today, you can increase this for
01:20:26.910 –> 01:20:36.420
debstell: Your everyday communication because if you’re doing it every day, you’ll be able to do it more easily in crisis. So at this time. Our communication.
01:20:37.020 –> 01:20:49.470
debstell: Needs to focus on establishing new routines and for an integrated work life. And most of us now we’re five weeks in here in Vancouver. Most of us have actually kind of establish some routines for integrated work life.
01:20:49.830 –> 01:20:53.370
debstell: I mean, I always worked from home, except when I was going out to the presentation so
01:20:54.240 –> 01:21:07.710
debstell: Not a lot different. For me, but I watched my husband, and he’s working from home and and how my son, my, my clients. And so my friends are integrating the work life now. And so we’re still there, establishing those routines. So
01:21:08.850 –> 01:21:21.990
debstell: Still coming from a place of non judgment because we don’t know where people are at and starting to work on new problems and short term opportunities and doing less well rather than more this is such a beautiful opportunity for us as a
01:21:23.010 –> 01:21:32.670
debstell: Global humanity as individuals and as teams and organizations to kind of look at what we’re doing and shift away from that more is better model.
01:21:33.390 –> 01:21:39.960
debstell: And again, coming at it from listening at level two and three courageous conversations curiosity and trust.
01:21:40.680 –> 01:21:51.630
debstell: And then the new normal. And as I mentioned before, we got one foot in acceptance and one foot in the new normal right now. But we’re not fully in the new normal. Even though we’re using that phrase, because we don’t know what it’s going to be yet.
01:21:52.830 –> 01:21:57.510
debstell: So we’re going to be focusing here on opportunity to redesign.
01:21:57.960 –> 01:22:09.570
debstell: setting clear expectations getting into high gear having ideas and innovate openly. So here’s an opportunity for you to innovate openly with how your team is communicating
01:22:09.990 –> 01:22:20.520
debstell: With each other like taking back these exercises and doing it with them. Okay, and pushing some of those boundaries around conversations and communication. Okay.
01:22:21.780 –> 01:22:22.650
debstell: So in summary,
01:22:23.700 –> 01:22:26.040
debstell: We looked at the four ingredients for conscious conversations
01:22:27.180 –> 01:22:36.750
debstell: We gave you a formula for tough conversations, and I hope that you’ve seen that though we’ve got the three phases of crisis, and we’re kind of swinging back and forth between them.
01:22:37.020 –> 01:22:50.730
debstell: That this idea of conscious conversations applies in anytime. It’s not different, because we’re in crisis. Okay, it’s perhaps more important because we’re in crisis, but it’s not different. Okay.
01:22:52.440 –> 01:22:52.920
debstell: All right.
01:22:54.030 –> 01:23:10.440
debstell: So last opportunity for you to share in the chat is the what you’re going to take back and share with somebody in your life on your team anywhere because the best way for us to learn something is to teach it.
01:23:10.950 –> 01:23:22.470
debstell: So an idea that you got today that you want to share with your team, or just even debrief with you with someone on your team, or maybe share with your spouse because so you could lock it in for yourself.
01:23:23.250 –> 01:23:37.020
debstell: If you could take a moment right now to pop that in the chat. What does that key idea for you that you’re taking back today into your conversations.
01:23:41.460 –> 01:23:43.110
debstell: Yeah. What this doesn’t look like
01:23:45.300 –> 01:23:48.720
debstell: It opens up so much opportunity for conversation.
01:23:51.510 –> 01:24:01.950
debstell: Yeah yeah thinking and thinking through beforehand because we tend to get in like a fight or flight mode when we’re entering into a conversation. It’s not going to go as well. Yeah.
01:24:03.360 –> 01:24:04.530
Awesome. Thank you.
01:24:06.060 –> 01:24:10.080
debstell: Values conversation super useful formula. Thank you guys.
01:24:12.150 –> 01:24:25.590
debstell: Just want to make sure that you’re you’ve got some insight and and without being able to see your faces and read the room and I know where the energy that I really need you to help me by letting me know what was valuable for you. Okay.
01:24:26.400 –> 01:24:32.010
debstell: Yeah, writing down the facts. Darren says communicating boundaries. Yeah. What’s okay what’s not okay.
01:24:33.120 –> 01:24:38.160
debstell: When you come from that point of view, it makes it so much easier. It’s not okay. If you talk to me this way.
01:24:38.700 –> 01:24:48.990
debstell: Right. Stick to the plan. Yes. Somebody said, I need to read their to lead. Yes, you do. All of you need to read their lead. It’s a fantastic book and
01:24:49.620 –> 01:25:02.670
debstell: The, the program is great too. There’s training programs that you can sign up for and I can bring some of that to you. I’m done. Dare to lead trained, there’s a certain there’s different levels of training for dare to lead and what you’re allowed to do in terms of
01:25:04.020 –> 01:25:06.240
debstell: Teaching other groups but scrape
01:25:07.500 –> 01:25:20.550
debstell: Yes, graduating two more active listening. There is no right or wrong. This is the most important thing to come from values, right, because we tend to wake. We’re so black and white like I’m right, they’re wrong.
01:25:21.060 –> 01:25:23.820
debstell: And if we come from that place of. There is no right or wrong.
01:25:24.450 –> 01:25:33.540
debstell: Right, the risk taker versus the security seeker neither one of them are right or wrong, just different. And if we communicate with each other is super, super helpful.
01:25:34.080 –> 01:25:45.870
debstell: Okay, thanks guys. Alright, so what I want you to do is we’re going to wrap up right now. Sorry, we’re about a minute over going to go one more minute and stay with us. And then we’ll get you out of here.
01:25:47.160 –> 01:25:56.340
debstell: Is to schedule a 1024 seven review and what that looks like. I went out because I want to make sure you lock in the learning. So from your notes. They took from today.
01:25:56.610 –> 01:26:03.570
debstell: I want to schedule 10 minutes 24 hours from now and then again seven days from now, to review your notes from this workshop
01:26:03.900 –> 01:26:14.100
debstell: I don’t want you to merely consume this because I know I was a teacher and I’ve been to plenty of these workshops where you like, well, this is a great idea. And I’m still going to do that and then Monday you go back to doing things the way you always did.
01:26:14.550 –> 01:26:24.300
debstell: Okay, so you have to be really intentional. So I want you to schedule the week from now, you’re going to revisit this and ask yourself, how am I implemented any of this. How could I implement
01:26:24.840 –> 01:26:45.120
debstell: Another piece of this, okay, everybody okay with that like that idea. I hope so. I’m going to assume you’re saying yes. Awesome. Okay, so if you are yes to doing a review of that the 1027 2010 24 seven please put a yes in the chat. Okay, awesome. Two more things. And I’ll hand it back to Kate.
01:26:46.290 –> 01:27:01.440
debstell: Awesome. So I have some gifts for you because first of all, I want to acknowledge you for being here today for taking the time to be here to learn to up level your leadership skills is so, so important, right, is the
01:27:02.610 –> 01:27:19.350
debstell: You know you are here and I acknowledge you for your commitment to your growth. The contribution. This is going to make to your relationships by way of sharpening your conscious conversation skills and because of your dedication growth. I want to give as gifts for you. So I have
01:27:20.610 –> 01:27:26.130
debstell: A subscription. I have a read it for me. So it’s a read it, read it for me is a program with a
01:27:26.430 –> 01:27:35.010
debstell: Book Summaries and they’re awesome. And so you get a summary there to lead on there. I have a currently my reading list. So if you go to read it for.me slash stellar
01:27:35.340 –> 01:27:45.720
debstell: You can get a free one year subscription to my reading list. Okay. And so, and because you guys I know are interested in learning and growing your leadership. I have lots of different
01:27:46.110 –> 01:27:56.730
debstell: Select selections each month. And plus, there’s five free books for read it for from Read It For Me as well as my three each month. So there’s eight summaries for you. Each month for
01:27:57.060 –> 01:28:07.440
debstell: flexing your leadership muscle and your communication muscle. Okay. And the other thing that I want to give to you with for being here today is a one hour coaching call with me. So if you
01:28:08.370 –> 01:28:19.230
debstell: Feel that you know if you want to go deeper with anything that we talked about today and anything that we covered I’ll open myself up to putting a one hour coaching call on the calendar for you.
01:28:19.890 –> 01:28:32.010
debstell: My gift to you and if and if you had everything you needed today. That’s great. I’m so glad and but if you want to take advantage of this offer to have a one hour coaching call with me.
01:28:32.520 –> 01:28:41.940
debstell: To follow up on anything we did here. Go Go deeper maybe deal with a specific issue you’re wanting to have some support around specific conversation. You’re going to plan.
01:28:42.450 –> 01:28:51.090
debstell: You can use that one hour with me for anything related to what we talked about today. Okay, and to take advantage of that you can. All you have to do is, email me.
01:28:51.420 –> 01:28:58.710
debstell: At dub style gmail.com with the subject line more conscious conversations, no later than May 5
01:28:59.340 –> 01:29:10.860
debstell: And may 5 is one week from now when you’re going to be doing the seven part of your 1024 seven review. Okay, so that’ll remind you, so feel free to reach out if you would like some extra support around that. Okay.
01:29:11.400 –> 01:29:16.290
debstell: And if there any other questions, now’s the time to post pop them in the chat.
01:29:16.920 –> 01:29:23.730
debstell: And if you have to go. We understand, but I do want to, if you’ll stay in this listen to Kate for just one minute. I think she’s got some housekeeping things for you.
01:29:24.300 –> 01:29:38.460
debstell: Let’s be friends connected with me on LinkedIn at Deborah’s telling worth email me at dub style at GMAIL. COM. You find my website. They’re always thanks everybody for being here today. I really appreciate you and I appreciate your commitment to
01:29:39.540 –> 01:29:58.920
debstell: strengthening your courage skill and your conscience conscious conversation skills because one person at a time is how we make cultures of conscious conversation and and courageous cultures. Okay. Thanks everyone. Okay, I’m gonna turn it back to cake because I think Kate has some
01:30:01.470 –> 01:30:14.040
kate.lambert: Oops. Not sure have some closing closing remarks, basically. No, just to say thank you so much for joining us today and for the wonderful insights that you’ve shared both
01:30:14.520 –> 01:30:23.370
kate.lambert: On what we’re going through now in crisis mode but also these things are so important for our personal and professional relationships moving forward.
01:30:24.210 –> 01:30:35.970
kate.lambert: So definitely skills that we can use today and in the future. And now we’ve got some work to do with some tangible tips and guides to move this forward. So that’s great.
01:30:36.750 –> 01:30:47.400
kate.lambert: I also want to thank Norton rose Fulbright who is the Wi Fi annual sponsor and thanks to all of you for joining and participating in our first
01:30:47.820 –> 01:31:03.300
kate.lambert: Digital workshop so exciting for us to be able to offer, and we hope to follow up with more and encourage everyone to explore upcoming events, both with you alive VC, as well as your ally in general.
01:31:04.080 –> 01:31:17.580
kate.lambert: And look into membership options. If you’re a guest today because there are definitely a zillion resources on the you ally website that will be helpful for leadership.
01:31:18.120 –> 01:31:30.030
kate.lambert: Today, tomorrow and beyond and all sorts of other resources that are out there for members, some of our upcoming events or my god you may get
01:31:31.560 –> 01:31:49.080
kate.lambert: Reminders if you’re a member, or if you’re signed up for the email list, but we have a weekly off script Pacific West Coast happy hour. And that’s every Thursday from four to six. So it’s a fun thing to join. If you haven’t tried it already. Check it out.
01:31:50.160 –> 01:32:01.440
kate.lambert: You ally rapid adaptation webinar with you alive northwest, which is sort of our Seattle. We’re going I know counterparts. And that’s kind of up on Friday.
01:32:02.040 –> 01:32:14.490
kate.lambert: And in May we have what’s called the you ally Canada pulse check and you can find out more information about these events on the UFC website which all
01:32:15.510 –> 01:32:21.630
kate.lambert: I can pop that in the chat and but you can you can look us up online as well.
01:32:23.250 –> 01:32:31.920
kate.lambert: So that would be the end of our program. And again, thanks to death. And thanks to everybody for joining us today.
01:32:35.250 –> 01:32:39.060
kate.lambert: There’s the website in the chat if anyone you know, here we go.
01:32:40.260 –> 01:32:44.580
debstell: Thanks, and someone said they want to share with our organization. Yeah, feel free to share. And if you want
01:32:46.290 –> 01:32:49.290
debstell: Some more of these resources, reach out to me as well.
01:32:52.140 –> 01:32:56.550
kate.lambert: Great. Okay. Well, everybody. Have a wonderful day and week
01:32:57.330 –> 01:32:58.080
debstell: Make it a great week.