Jay Papasan:
Maybe a year or so ago, my assistant chief of staff, Carly, gave me her favorite parenting book. It’s called Good Inside by Dr. Becky Kennedy. My kids are mostly grown. They’re basically adult kids at this point, but I’m still super curious to learn more about maybe how I could have done it better, and maybe I’ll be coaching my kids when they’re parents down the line.
So, I picked it up to get a little closer to this parenting wisdom, and I just kept saying every few pages, “Leadership is just like this.” All of the frustrations of parenting often parallel the frustrations of leadership, especially if you’re in it as a mission-driven leader, someone who truly wants to serve. And the parallels were just uncanny.
You know, those weeks where, as a leader, you’re just incredibly frustrated, you feel like you’re not getting anything right, and that you’re also just getting lots of challenges and criticism from everyone around you. It feels thankless at times, even if it is a higher calling. And Dr. Becky’s advice to parents, just change the word parent to leader, change the word kid to employee or people, and it almost always lines up.
So, because this ended up being so robust, I got so excited, we ended up having to chop this episode into two parts. Today, we’re going to go through lessons one through four, and leadership lessons from a parenting expert. And then, on Wednesday, we’ll do the second half, and that’ll be lessons five through seven. I hope you take away as much as I did from this parenting book on leadership.
And frankly, even if you’re not a leader, you’re a parent, a parent to be, a leader, a leader to be, there’s lots of lessons here on how we manage the relationships in our lives. How do we lead ourselves better and lead the people we love and care about better? That’s what these two episodes are about. I hope you enjoy.
I’m Jay Papasan. And this is The ONE Thing, your weekly guide to the simple steps that lead to extraordinary results.
All right, lesson number one, two things can be true. If you’re a fan of Dr. Becky’s, you hear her say this a lot. It’s actually one of the pillars of how she came about her philosophy. When she looked at all of the training she’d had, she’s a clinical psychologist, a children’s psychologist specifically, and she was working with all these parents, and a lot of the things that she was teaching were around control of behaviors and all of these things, none of it felt quite right. And she kind of went down to first principles. And she said, “I believe that all kids are fundamentally good.” That’s the title, Good Inside. But this truth that kids are fundamentally good becomes the anchor for this idea of two things can be true.
So think about it, if I believe fundamentally that I have a good kid, but my child is misbehaving, then two things can be true. I can have a good kid and my child can be absolutely throwing a tantrum in the grocery store right now. I can be a good parent who just yelled at my kids because I’m having a bad day. I can be a loving parent who adores my child and absolutely celebrate going on a work trip where I get to sleep and have alone time.
So, you see like two things can be true and that doesn’t always play out in the world. Usually and any time we hear that two, kind of, opposing ideas are true at the same time, we call it what? A paradox, right? We have all of these paradoxes. But as parents, as leaders, and I think just in relationships, this idea that two things can be true, often opposing things, this paradox is the thing that we have to live through, and we have to recognize. And what does that look like?
So, I love the mantra, two things can be true. We can use it as teachers. We can also use it looking in the mirror, right? So, let’s think about this from the context of work and leadership. You can be a great leader who is absolutely feeling overwhelmed. You can have an employee who’s wonderfully talented and who is also underperforming, right? Two things can be true.
You can be the kind of leader that holds firmly to your standards. This is the way we do it and not be the mean boss, right? A lot of times people will say, I got to hold people to their standards, but I want them to like me. And they think that two things can’t be true. Like you can be liked and hold people to standards. And frankly, I’ll tell you, the bosses that hold the standards best often are the most liked by the people who are actually performers. So, that’s a whole other tangent we won’t go into.
What’s another one? I think that you can have high expectations around your team’s potential, while also having realistic goals for where they are today. So, a lot of times, we look up and we want to think that the world is kind of binary. It’s either this or that. And they have a name for that. They call it the false dichotomy paradox. No… the false dichotomy fallacy. There we go. I was about to go back to the word paradox on you.
But this idea of the false dichotomy fallacy, it’s a cognitive bias that we look up and we kind of assume that it’s an either-or situation, when a lot of times, it’s an and. So, realize that we might be kind of bent towards believing in this either or. Like I’m a good parent or I’m a bad parent. I’m a good leader or I’m a bad leader based on what just happened. Whereas that’s kind of a fallacy. And there’s a lot of times when we can look up and say, “Actually, two things can be true.”
So, just keep saying that to yourself, “Two things can be true.” I bet you can imagine right now a situation in your day-to-day life, maybe an argument that you could have with your spouse this morning on the way to work, where I can be a loving spouse and, sometimes, yell at my spouse. I can be whatever that is and sometimes do this. They can be true in that moment, but the first part, the part about our identity, that’s the one we want to hold on to. I’m a good parent, I’m a good leader, and I’m having a hard time. So, that’s two things can be true.
So, how do we, as leaders, adapt this? My first thought when I’m reading the book and I’m going, “Man, this is about leadership too,” I just kept saying that while I was reading this book, I wrote in the margins, “As a leader, if I’m in a situation where I might be thinking of things as a binary choice, this or that, yes or no, versus two things can be true, how can I get perspective?”
My favorite way, bar none, it’s one of the reasons we have a coaching company, is to have a coach. And I save up these situations, “This is what happens, this is what I was feeling, and this is what I was thinking,” and like, “Give me some perspective, coach.” They often can see our world, right? They’re not inside the box and they can help us interpret what we might not be seeing. If you don’t have a coach, maybe you’ve got a peer, you know, like you knock on their door, say, “Hey, you got 10 minutes? I need your perspective. This happened, this is how I’m feeling, what am I missing?”
And now we’re getting to kind of some of the questions, like, what are you missing in the situation? What is it that could also be true that you could be curious about? And we’ll get into curiosity in one of the other lessons, but it’s there. So, when I think about two things can be true, it’s how we see the world and experience it as leaders, right? Are we seeing both sides of the coin that might be true at the same time? And it also allows us to bring accountability to situations in kinder ways.
I’ve had to have hard conversations since reading this book with people. And I can see, sometimes, your top performers, like I’ve said it on this podcast, if we could get inside their heads and hear some of their self-talk, it would qualify as abusive. The people who perform the highest often are their worst critics. They don’t need to hear that language from us to perform better but, sometimes, they need to be made aware that they missed the mark. So, I can go in and say, “Hey, that’s not to the standard. We both agreed that we were going to get to,” blank, fill in the blank, “50 widgets this week, this much recurring revenue, blah, blah, blah, blah, blah. And I also believe that you’re really good at your job, but we’re missing the mark. So, we need to change our approach.”
So, adding that little, “Hey, you’re really great at what you do, but we’re also missing the mark. Let’s approach this differently.” What it allows us to do in these correction moments is make sure that we’re not attacking someone’s identity. We’re attacking their performance. And that’s someone who has to hold the standard, that’s okay, maybe not attack it, but we are absolutely saying it doesn’t meet the standard and we want to raise it.
So, two things can be true. And in the context of accountability, you can have a great employee who is not hitting the standard, who is not performing, and we can, one, realize that about them and also communicate that that’s what we see in them. So, I love that one, that’s why it’s first. Two things can be true. It is a foundational idea in a lot of what Dr. Becky is teaching in Good Inside. You know, you have a good kid that can be having a hard time. You can be a good parent who is also having a bad day. The same is true for leaders and for our people. And when we see it, it makes us better leaders of ourselves and others. All right, let’s get to lesson two.
All right, lesson number two, know your job. And when Dr. Becky, in the book, talks about knowing your job, she wants to be really clear, does the parent know their job and the child know their job? And so many times, we mess up in this, like again, take parent and substitute leader and take child and substitute your people, like employees, contractors, whatever that is for you in your world. If you substitute those things, like when we don’t remember what our job description is, sometimes we’re mistakenly asking our people to do it for us.
And that is, in parenting, that is a big no-no, right? We’re giving over our parenting job to our child, which for a child is very distressing. They look to us to be the people that are on top of the world, that are in control of everything. We also represent their safety. Not quite those high of stakes with our leadership, but when we forget what our job is, expectations get misaligned and everything kind of goes to heck.
So, she talks about this quality of sturdy leadership. And a sturdy leadership is one where you have clear boundaries but also connection. And boundaries we’ll go into, but I believe boundaries just kind of substitute the word standards. And so, I can’t remember which podcast it was, and I think it’s in the book as well, but I heard it for the last time on one of the podcasts. Someone asked her to define what she meant by boundaries. I love her definition because I believe for a leader, it’s very close to when we say we have standards in our business, I love that. And she says a boundary is something that she has committed that she will do, and it requires nothing of the other person.
And so, the example she often gives is, like, your job as the adult is to keep your child safe. And the child’s job is to explore, and grow, and learn, and all the things that little kids do. And so, one of the boundaries might be around safety, right? We do not allow our children to play in the street, right? We don’t know when a car will come, and it’s a loud small child. And so, the example of that boundary that she’s setting clearly with compassion, if your child is not listening to you, right, they’re not being defiant necessarily, they’re just exploring their boundaries or whatever. The boundary that you set is you’re not allowed to play in the street.
And the way it is enforced is, “Hey, kiddo, if you don’t get out of the street right now, I’m going to come over, and I’m going to take you out of the street.” And it doesn’t become an escalating shouting match where, “I’m just gonna say it louder until you do it. Why are you being so defiant? Why are you a bad kid?” All of those things going on. Boundaries are the things that we enforce independent of the other person.
As a leader, we have to have standards. And some of the biggest, like we do masterminds all the time with business leaders, and the thing that you realize as a leader that you sometimes slip up on is you lower the standard. And we see it all the time. Like, how do I set a standard for my people that every week, we make this many widgets or we sell this many whatever. Like, there are standards that we want to hold people to while also being compassionate.
And a lot of times, the moment we allow someone to go below the standard, we’ve effectively reset it. And so, when I was hearing boundaries with parents, I kept thinking standards and leadership. How do we hold standards with compassion? And how do we be firm about it, so that people see it and respect the boundaries while also doing it with the appropriate level of connection?
So, starting at leadership in this context means you have boundaries or standards, but you also are connected. So, people will choose to follow people they feel connected with. And connected, we could go down a long path that they have to trust you and you have to demonstrate that you’re worthy of being connected to. But those boundaries might also represent standards that they want to hit because they also win when they hit them, right? So, you can align those incentives, but you also kind of have to be connected because if they don’t respect you, are they going to respect your standards, right?
That’s the trap that parents get into because they’re not dealing with adults. Like does my kid not respect me? It’s like it’s a five-year-old kid. It’s not about respect. Like, he doesn’t understand the standard, and your job is to make sure that they’re safe, right? And so, you’re gonna make sure that they get enough food or water or their safety, all those things. Because sometimes they’re just not gonna make great decisions.
The same is true of some of our people some days. They haven’t got the experience, they don’t have the knowledge to make every decision right, and they’re looking to us to help guide them, kind of keep them between the boundaries. So, how do we set them? How do we keep them? How do we do them in a firm way and do it in a way that we still maintain connection? Because one of the little dichotomies I told you in two things can be true, a lot of leaders want to hold standards, but they fear they won’t be liked by their people.
Know your job. Your job is not to be liked by your people. Your job is to be respected. It doesn’t mean you have to be a tyrant, but people respect people who hold those standards. You can do it with kindness. You can do it with curiosity. “Hey, I saw that you didn’t make five widgets this week. Talk to me about that.” And then just be quiet, be curious. You never know what’s gonna come out the other side.
So, I look up. And so, you’ve got the parent’s job, right, is to have safety through boundaries, validation, empathy, all the things that she talks about. Child’s job is to explore, learn, and kind of like figure out their emotions. That’s that side. I believe in this context, the leader’s job is to set standards and to hold them. And your people’s job is to perform their roles to meet or exceed standards.
And so, if we’re really clear on those two, you can’t look to your people and say, “Why are you not holding the standard?” Your best people will, but you are the leader, you have to hold it, which might mean you have to talk about it in meetings. You have to talk to people who aren’t meeting it. You have to show up with curiosity. “Hey, dude, you had three great weeks in a row. What happened last week?” You can do it kindly. You can do it with curiosity. But the moment we fail to do it, we’re not doing our job. And when we expect them to do it without any involvement from us, we’re giving them our job.
Remember, she kind of talked about boundaries as those things that she will choose to do and it requires nothing of the other person. The standards you set require your involvement. You can automate it, you can build systems to do this, especially in larger business, but if you aren’t taking ownership of the standards, you cannot give that ownership to your people.
Best case scenario, we’ve seen it, a culture where everyone respects the standards, and then they start enforcing it themselves. Well, guess what? That doesn’t happen by accident. That happened because you, the leader, started by knowing your job of setting and holding the standards for not just yourself but for the institution. And by doing that repeatedly and role modeling that for your people, I’m going to hold you to the standard and myself to the standard. It’s not just what I say, it’s also what I do, right? We are going to live that in such a way. That’s how those cultures show up.
And it’s a wonderful thing, but the groundwork can’t be skipped. You can’t just say, “I want a culture where everyone respects the standards.” Yeah, good luck with that. It starts with knowing your job. One of your clear roles as a leader is to set the standard and hold people to it, and then allow your people to do their job, which is to fulfill their role and to hit, or I love it when they exceed the standard. They can raise the bar for us but that’s the fundamentals, know your job.
We all know this. The confusion that people feel in a workplace when their job role is unclear, the confusion that people feel when they don’t know how their job role leads to the one thing of the company, this is one of the things I do all the time. When I get a chance to meet maybe the host, I’m going to a corporate event. And we almost always, not always, I’m going to say a lot of times, top business people, one of their biggest struggles is always people. And one of the places that we want to explore as coaches and as trainers around The ONE Thing is, well, are you really clear around what that person’s role is and your role for them?
And the way Gary Keller, my co-author and mentor taught me, long story we won’t go into, but he goes, if you really want to get clear on someone’s job description, ask what are the three things that they have to do or they lose their job? Don’t ask all the things you want them to do. What are the three things they have to do or they’ll lose their job? And so, I will share that with maybe a CEO or an EVP or somebody I’m chatting with while we’re waiting for the next segment of the conference. And they’re like, “Oh, I get that.” And I’ll point to one other people. If we talk to Shirley over there, are you clear about your marketing director’s top three? And they’ll be like, “Yeah, yeah, great.”
“If you wrote them down and we sealed them in an envelope, and then they’ll ask her to write down what she thought they were and seal them in an envelope, do you think they would match?” And that’s almost always where leaders step back and realize, “Wait.” In today’s business, our roles and responsibilities can be fluid. And a lot of times, we, the leader, are really clear about what we expect from our people, but we haven’t communicated it to them. And guess whose fault that is? So, our job, to set and hold the standard. And if the standard for someone’s performance has changed, whose job is it to tell them? I’m smiling to myself because I’ve been there, I’ve made the mistake. So, know your job.
And in this instance, in this context, I’m just going to sum it up. Do you know what your role is as a leader? And do the people know their roles? And as the business evolves, are you clearly communicating when things change? Can I tell you how many times you look up and someone says, “I just did so-and-so,” and you haven’t thought about so-and-so, this project or whatever in six months because you kind of deprioritized it, but guess what? Now, you have to kind of thank them for doing the work that you forgot you told them about because you just haven’t checked in in that long.
It’s not the best example of leadership, but that’s one of those times I might have to say to myself, “Two things can be true. I can be a good leader, and I totally screwed the pooch on this one.” Well, that’s it. Know your job, lesson number two. Be clear on your role as a leader. I think a lot of it is around the standards we set and hold, and then make sure that your people are clear on their roles, how they can be successful as well.
Lesson number three from Dr. Becky and Good Inside on leadership. Lesson number three is behavior is a window. This is all about curiosity. You know, we tend to react when people don’t perform well or our children don’t behave well. And what she’s trying to teach us to be better parents and in my mind, better leaders, is to continually practice curiosity.
So, when so-and-so is not performing well, your child is not behaving, instead of going straight to judgment, start with curiosity. I wonder why that’s happening. I wonder why my good kid or my good employee is having a hard time right now. And that will open up the story.
And I’m gonna have to read this. So if you’re watching on YouTube, you’re gonna see me look down. But she says, “When you wonder, you can’t judge. Wonder expands the story, judgment shrinks it.” So, can we come from curiosity instead of judgment? That’s one of the core values I learned working with Gary Keller and Keller Williams for all these years, is that we need to come from curiosity, not judgment because judgment narrows it down.
We often then ascribe, not just, like, guilt out of our own things, but also motive, right? We need to show up with curiosity, wonder, and wonder, I wonder why this is happening. Immediately, it expands the possibilities. And it also, because we’re not dealing with little kids who can’t talk, we’re dealing with grownup adults that work with us and around us, it allows us to maybe ask questions and be more curious.
So, behavior is a window. What is going underneath the behavior? Feelings and emotions often drive behavior. And if performance is lacking, it could be a lot of things. It could be, hey, maybe they need training. Maybe they were unclear of what the goal was. Maybe they’re also just struggling. And so, so many times, when someone, a previous good performer, and sometimes a new employee that you were really excited about shows up, and they’re not quite catching fire like you expect them to, or maybe the fire is dimming from that previously really good employee, there may be something going on that you haven’t yet, as a leader, earned the right to have a conversation around.
And I say that because in business, we have a right to ask about a lot of things that are happening in the business. We have to earn the right to ask about the things that are happening before your employee shows up at work and after they leave. But maybe something’s going on in their relationship. Maybe there’s an illness for themselves or in their family. Maybe something radically different has changed in their environment, right? Maybe their housing situation’s at risk. Maybe their, you know, student debt has been piling up and creating anxiety. There are so many things that can happen outside of work that impact work.
And if we’re a little bit more curious on a daily basis, not only might we find those things out and see them for what they are, we might earn the right. When we show up and we’re curious, “How are you doing? How was your weekend?” standard questions, people will go, “Great, fine, had fun.” They might tell you more. It’s in the deeper one-on-one conversations that over time, we can earn the right to explore the other side.
So, for those of you who are long-time listeners to this podcast, you know that we talk about the 411. It’s a one-page goal sheet. And I’m not gonna go into that right now, but just know that on the goal sheet for work, we have our professional goals, and that’s where we always start. And I always teach people to have a blank side of the paper that says personal goals. And for a new employee, you can just say, “Hey, this is how we track goals and progress. And now, we have conversations around success in the workplace.”
And any time that you feel comfortable, I would be happy to also apply those same principles in your personal life. Maybe you want to run a marathon. Maybe you want to lose some weight. Maybe you want to take up crocheting, log picking, whatever that might be, those can all fall over here. Let me know if you’d like to do that. It’s up to you, right? We don’t have a right to do that, but we can earn it over time. And that will give us insights into maybe what’s happening at work.
So, big lesson here, you can practice it on a daily basis that earns trust and connection. And that also will lead you to seeing more and being brought in to more of their world. And then, you also can just practice it in the moment. Instead of going straight to judgment, can we just be curious?
So, behavior is a window. When something’s happening that makes you raise your eyebrow, instead of judging it, ask a question. I wonder why that’s happening. Be curious. I promise you, you won’t regret it. Just takes an extra few seconds to expand the story and maybe see another explanation versus rushing to judgment. Okay, that’s it for lesson number three.
Let’s cover lesson four, and that’s connection before correction. Now, this is probably even more true for parents with small children, but I was reading it, I went back through my notes, and I was like, “There are some pretty practical applications for leaders as well.” So, the big idea, it’s about control, and trust, and connection, and how they kind of form a weird oppositional triangle.
And I’m going to read this because I thought it was a really great quote. She said, “Control and trust are opposites. We control the things we don’t trust.” And our children don’t like it when we just try to control them. They want to be trusted as well. They may not have fully formed brains. Like I’m a parent of two, now almost grown adults, but they still don’t have 100% of my trust in every situation because I know they don’t have the experience to make the best possible decisions in those.
And so, I am still going to step in for my 19-year-old and almost 21-year-old from time to time and offer to help or intervene if something is really going off the rails, right? I know that I was not fully formed and wise adult I thought I was long before I was at least into my late 20s where I really, really had a better head on my shoulders. So, that’s just the truth. It’s a long journey, but we’re dealing with our employees. The same things are true.
In our culture, in our workplace, we tend to control what we don’t trust. So, the question becomes, how do we build connection and trust, so that we don’t always have to control? Now, you’ve heard me say on this podcast a million times how we define leadership is teaching people how to think. Specifically, teaching people how to think, so that they do what they need to do when they need to do it, so they get what they want when they want it. That’s a mouthful, we’ll put it in the show notes. But it’s the idea of if we can teach people how to think, then they will behave better, they will perform better when we’re not there to tell them what to do.
And this connection before correction allows us to intervene in a way that people now trust because we’ve tried to build that connection, and we’ve offered to teach them how to think beforehand, right? I’ll go through a couple of ideas I have around how leaders build trust and connection in order to avoid having a lot of control and correction, right? And then, how employees can return the favor to us.
So, it’s just a practical, kind of, thinking around this, around, “I want to have connection, so that if I have to correct, they can actually hear me. They will actually know me and respect me, and know that I’m coming from a place that I’m trying to help and benefit them.” If they see me as coming from a place of control, just like your three-year-old, they may kind of throw a virtual form of a tantrum, whatever that looks like today.
So, how do your people earn your trust? Thought about this. People earn my trust, I love it, when I see them invest in their own training. They wanna learn and get better, because I generally believe that people who are pursuing mastery in what they do, who wanna perform better, that read books on their weekends, like they earn my trust faster. They are working on themselves. They are trying to actively get better, even when I’m not looking. That’s one of the great ways.
Their actual performance, when I see that someone can do the thing that I asked them to do, I stop checking to see if they did it. Not always, I might spot check. I’m not trying to get you to be irresponsible, especially with your accountant, right? We have to spot check just as responsible leaders, but we all know that. There’s that person that the first few times you ask them to do maybe a big job, “I need you to set up for this meeting,” or “I need you to lead this meeting,” you kind of said, “You drive, but I’m gonna be in the passenger seat.” And just kind of like driver’s ed, you had your own brake, you had your own steering wheel. And if they weren’t steering right, you just took over, like, “cause you didn’t trust them yet.
But when they consistently perform, you start to move farther and farther back, and you get to kind of now shine the spotlight on your employee because they’re doing it well. And hopefully you feel like you have some contribution to that by either creating the space for them to grow into it, or getting out of their way so they could just do it.
So training, performance, self-improvement, openness to feedback. I love it when I have people that work with me that are not defensive, right? I think that people that are really intent on being great at what they do, figuring out their one thing and nailing it day after day, they tend to be open to feedback. Coaching is how we lift each other up. And if it’s coming from a place of trust and connection, people hear it and they want to get better.
So, part of the openness to feedback comes in how we’re delivering the feedback, right? We can all imagine maybe that teacher or that coach, they just felt like they were shouting at us, right? Just pointing out everything we did wrong. That didn’t feel good. But there are those people that also poured into us that maybe asked permission before coaching us, or maybe approached it in such a way that like, “I just knew this person, they’re going to show me everything that I just screwed up, but they’re only doing it because they want me to be better and they believe I can be better.” It’s just all in the approach, but when people are open to feedback, I know that my trust accelerates with them.
And then finally, communication. When people clearly communicate where they are, what they’re feeling, how they’re doing, the mistakes they made, their ownership of them, or lack thereof, clear communication creates a lot of trust. Now, everything I just said for our people and how they build trust with us, guess what? Look in the mirror, it all applies back to you.
And we also have a few other ones, kind of like the last one. Can we be curious before we go to judgment? When we lead with judgment, we destroy trust. When we lead with control, we destroy trust. And that doesn’t work. But leading with curiosity is one of the great ways that we build trust with our people, delivering and receiving feedback, right? How we deliver it and how we receive it back can build trust.
And then, role modeling standards. I know that all of us can think, even if you’ve never really been employed, of a leader that you’ve had to follow, maybe it was in your church or your synagogue, maybe it was in the volunteer group, maybe it was just someone else that you worked with in parallel or that old boss that did not walk the talk, right? They were not role modeling what they were asking you to do. And over time that erodes trust.
But when we can build trust, we build connection. And when we have trust and connection, we often have a lot less correcting to do. And when we have to do it, it tends to be more effective and better received. So, it’s one of those weird kind of dichotomies where connection cannot occur without trust, and you can’t have trust without connection. They kind of go hand in hand.
So, connection before correction, it’s kind of all underscored with this word trust. Hopefully, you pulled something out of there that’s practical, but I would just tell you, the old saw, people don’t care how much you know until they know how much you care. Make sure that you’ve built up a little bit of relationship capital with your people before you go in like the drill sergeant telling them what to do. I promise you, you’ll have better people and they will last a lot longer. All right, that’s it for lesson four.
Well, I hope you enjoyed the first four lessons from Dr. Becky, leadership lessons from a parenting expert. I know that I kept finding powerful connections. And whether you’re a leader or not, hopefully you found lots to learn from. Now, on Wednesday, we’re gonna drop the second half of that. So, hopefully, between Monday and Tuesday, you had a chance, on your commutes or your walks, to listen to this whole thing.
And I’ll give you a quick preview. The first of the last three lessons is called the power of repair. This is super important for parents. And frankly, it’s really important for building connection and trust in the workplace as well. How do, when we mess up, do we go back and fix it? How can we be accountable like we talk about in the book? We wanna create that in a way that creates emotional connection and trust. She’s got great advice. So, definitely tune in for that.
We’ll also talk about resilience and we’ll talk about playing the long game. Don’t miss out on Wednesday, the second half of this Leadership Lessons from a Parenting Expert. We’ll see you then.
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