KF #9. Manages Conflict Archives - How to be Awesome at Your Job

Pete Mockaitis
Charles, welcome back!

Charles Duhigg
Thanks for having me.

Pete Mockaitis
Well, I’m excited to talk more about super communication. I think that is an important topic and, congrats, you’re now in paperback, I understand, Supercommunicators.

Charles Duhigg
Thank you. Yeah, it’s great. It’s wonderful.

Pete Mockaitis
Super. Well, tell us, since February, what sorts of things have bubbled up? Any new insights or twists or nuances or finer points of super communicating to share?

Charles Duhigg
Yeah, I think one of the things that I’ve heard from readers, in particular, and I don’t think this will come as a shock to anyone, that we are living through this time that feels very polarized, right? It feels like it’s very hard to connect with people who hold different opinions from us. It feels very hard to go online and see people saying things about our side, or other people saying things about their side, and it can feel kind of toxic.

And so, as a result, we often shy away from having hard conversations. But the thing that’s important to remember is that hard conversations, they, A, don’t have to be that hard and, B, they are the thing that make us human, right? Nobody wants to be in a fight with their neighbor, particularly over the lawn signs that you have in front of your homes. We want to get along with our neighbor. We want to be able to talk about the weather or talk about the local school or the local sports team.

Equally, if you think about those times in our nation’s history that we’re proudest of, they’re usually moments when we have disagreed with each other, but we’ve managed to disagree with each other respectfully. If you think about World War Two, people were very divided over World War Two. If you think back to the founding of the country, the Constitutional Convention, it was basically a group of people who all hated each other, getting together for months at a time to argue and fight and then write a constitution together.

The thing that makes us unique, the things that makes us American, is our ability to live with each other even when we don’t agree about everything all the time. And what I’ve heard from people is that they want to get back to that. And so that’s one of the reasons I wrote the book is to give us the tools to do so.

Pete Mockaitis
Certainly. Well, I’d love to, if you could share with us a story of some folks who were able to get back to that by applying some of the perspectives from Supercommunicators.

Charles Duhigg
Yeah. So, in the book, we tell the story of this guns experiment, where there were people who were big gun advocates, they believed that the Second Amendment was the most important thing, and people who are gun right, or gun control activists, many of whom had been involved in shootings themselves or had children who had been at schools where shootings had taken place. And these were communities that knew each other, right? They yelled at each other over protest lines. They testified against each other in legislative hearings.

And so, this group decided, “Look, we want to try and bring these people together.” And the goal here is not to get them to agree with each other. The goal is for them to manage to have a conversation where both people walk away from it, saying, “I’m really glad I had that discussion.”

And what they found is that one of the keys to that was not only listening to each other, but proving that we’re listening to each other. They taught them this technique known as looping for understanding, that I think we mentioned last time. And looping for understanding has these three steps. Step one is that you ask a question.

Step two is that, when somebody has replied to that question, you tell them what you heard in your own words. And the goal here is not mimicry. The goal is to show them, to prove to them, that you’re listening to what they’re saying, you’re paying attention, and you’re thinking about it, you’re making connections.

And then step three, and this is the step I always forget, is to ask if you got it right, “Did I hear you correctly?” Because what we’re actually doing when we ask if we got it right, is we’re asking for their permission to acknowledge that we were listening. And here’s what happened in this guns conversation when they did that.

People did not convince each other that, “They were wrong and I’m right.“ People did not change each other’s minds in huge ways. But when they proved that they were listening to each other, the first thing is they actually listened more closely. If your job is that I need to repeat back to you what you’re telling me in my own words, I really have to pay attention to what you’re saying, instead of coming up with counter arguments in my head, instead of going off on tangents on what I want to say next.

But secondly, it feels really good to be listened to. In fact, it feels so good that there’s an instinct in our brain – social reciprocity – that if I believe you are listening to me, I become much more likely to listen to you in response. And so, people actually had conversations. And people who are gun rights advocates would say, “Guns are important to me because it’s how I learned to bond with my dad. We went hunting together.”

And people who were gun control activists would say things like, “You know, I totally understand that. But when I send my kids to school, I’m scared for their safety.” All of those are emotions and experiences everyone is familiar with. And understanding where the other person comes from, it doesn’t mean that we’re not going to stand up for our own point of view, it doesn’t mean that we might still disagree on what path to take forward, but it does mean we understand each other and we feel connected to each other. And that’s what matters.

Pete Mockaitis
That’s beautiful. And I really did enjoy that looping piece because, you know, there’s many potential frameworks for listening, and that is among the simplest. And I think you nailed that point just right there in terms of it takes a substantial amount of mental effort to pull that off. And just knowing that you’re being put to the test, it’s like I think we just naturally want to rise to the challenge and not fail and look like we screwed up.

Charles Duhigg
Right. Yeah. I think when we set expectations for ourselves, there’s this thing known as meta communication, which tends to help conversations a lot. When I go into a conversation, I say, “Look, I wanted to talk to you because I’m hoping we can figure out where we’re going to go on vacation next year.”

I’m engaging in meta conversation. I’m telling you what I want, my intent for this conversation, my goal for this conversation. I might ask you, “Is that okay? Can we set a plan for next year? Like, what is it that you hope that we sort of accomplish here?”

When we engage in meta conversation, what we’re doing is we’re making that conversation clear. And the best communicators, super communicators, consistent super communicators, they tend to engage in meta conversation all the time. They sort of say, like, “Hey, the reason I was calling you was because…” or, “You know, you asked this question, and it made me wonder what you think about this topic. And so, I really wanted to ask you about this topic,” right?

Those kinds of meta conversations, what they do is they help us orient ourselves within the conversation. They’re what’s known as a quiet negotiation over what this conversation is going to be, how it’s going to unfold. And that tends to make those conversations much, much better.

Pete Mockaitis
And if we could have maybe a two-minute recap of, I think, one of one of your biggest most powerful ideas there was to clearly understand, “Hey, what kind of conversation are we in right now? Is it a practical one versus emotional versus social?” Can you review that bit for us in just about a minute or two?

Charles Duhigg
Yeah, absolutely. So, what neuroscientists told us is that when we’re in a discussion, we think we know what that discussion is about, “We’re talking about next year’s vacation plans.” But actually, we’re oftentimes having multiple different kinds of conversations all in one discussion. And, in general, as you noted, these conversations, they tend to fall into one of three buckets.

There’s these practical conversations where we’re making plans together or solving problems. But then there’s also emotional conversations where I tell you what I’m feeling, and I don’t want you to solve my feelings. I want you to empathize with me. And then there’s social conversations, which is about how we relate to each other and how we relate to society, the identities that are important to us.

And what researchers have found is that all three of these kinds of conversations, they’re all equally legitimate, right? And, in fact, in a discussion, you’ll probably have more than one kind of conversation. You might go from emotional to practical and back to emotional again, and then social. But what’s important is that if you and I aren’t having the same kind of conversation at the same moment, it’s very, very hard for us to hear each other.

Even if I can make out the words you’re using, I can’t fully absorb them. And more importantly, we will not feel connected to each other. So, this has given rise to what’s known as the matching principle, which is this principle in psychology that says successful communication requires having the same kind of conversation at the same time.

So, part of my job in a conversation is to diagnose, “What kind of conversation are you having right now?” And also, to invite you to join me and match me in the kind of conversation I want to have. When we can match each other, we become aligned, and then we can move from different conversation type to type together in a way that feels really meaningful.

Pete Mockaitis
And that metacommunication is so handy because that just makes it super easy and clear, it’s like, “Oh, okay, this is what we’re doing right now. Okay, got it.”

Charles Duhigg
Exactly. When I come home and my wife tells me about, you know, that she feels bad about something and I try to solve her problems, so she’s in an emotional mindset and I’m in a practical mindset, and she says, “Hey, I don’t need you to solve this for me. I just need you to like listen to me and help me feel better.”

She’s engaging in meta conversation. What she’s doing is she’s telling me, “Can you join me in an emotional conversation?” And then later on, we can move to a practical together, “But let’s match over this emotional conversation.” That kind of meta conversation tells us where we are. It orients us in a really helpful way.

Pete Mockaitis
Super. Well, now when you emailed me, saying, “Hey, we’re in paperback. Let’s chat again,” you brought up a specific juicy issue, which I thought would be fun to dig into, the notion of, if there’s a person who just isn’t having it with regard to collaboration. They’re kind of checked out or they’re just saying, flat out no, or they agree, but then there’s really kind of no movement on the stuff once you’re trying to get into it. Tell us, what are your pro tips in dealing with this situation?

Charles Duhigg
So, I think in a situation like that, when there’s kind of a first thing to figure out, “Does this person actually want to interact with you?” So, there are times that we walk into situations and the other person says, “You are my enemy. My goal is to thwart you,” and it’s very hard to co-opt to that person. But that’s very, very infrequent. It doesn’t happen very much.

What often happens more frequently is that we walk into a situation and we think that someone is trying to thwart us, or we think that they don’t want to communicate with us, and it’s because we haven’t figured out what’s going on inside their head yet.

So, in that situation where we walk in and we bring up an idea at a meeting, and every time we bring up an idea, Jim says, “Oh, that’s a terrible idea. Like, we can’t do that. This is all the reasons why it can’t work.” At that moment, what we should do is we should ask them a question. We should particularly ask them a deep question. And a deep question is something that asks about our values or beliefs or our experiences.

And that can sound kind of intimidating, but, in this case, it would be as simple as saying to Jim, instead of saying, “Why won’t that plan work?” saying, “Jim, I’m wondering, it seems like you can see a lot of obstacles, and I’m wondering what’s the ultimate goal for you? Like, what do you feel like we should ultimately be achieving because I want to get aligned with that.”

Okay, that’s a deep question. It’s pretty easy to ask question, but it’s a deep question because it’s asking them, “What do you want? Like, what do you value in this situation?” And if Jim says something like, “Look, I definitely want to, like, you know, I definitely want to have, like, a party for our suppliers, but I don’t want to spend too much money. And every idea you’re bringing up seems like it’s really expensive. And I don’t think there’s going to be any return on investment there.”

Now we know what Jim wants. Jim wants to do things that are economical. He doesn’t mind our goal. He doesn’t mind having a party for our suppliers, but he doesn’t want to spend a ton of money on it. Now we know how to craft. And, in fact, matching him would be perfect. You could do this looping for understanding.

You could say, “What I hear you saying is that you have nothing against us throwing this party. You just don’t want it to break the bank. Okay, so let’s talk about, like, what’s a budget for this event that would work for all of us? And how do we plan the event within that budget?”

Oftentimes, when we see someone as being obstinate, and we see them as being a naysayer or someone who just reflectively says no, or doesn’t cooperate with us, it’s because we haven’t taken the time to ask them what they want out of this conversation or this meeting or this or this project.

They’re at the meeting. They’ve made time in their schedule to come and show up. They want something, so let’s ask them what it is. And they might not even be completely aware of what they want themselves. And so, when we ask them, it helps them clarify for themselves what they object to and what they don’t.

Pete Mockaitis
You know, this example is resonating with me a lot, Charles, because, I remember, after my wife and I moved into a new home and she wanted a number of things done. And so, I got a little bit spooked when, once one thing was done, she said, “Oh, well, now that that color doesn’t match very well.” So, she also wanted to get this painted. And then, “If we’re going to do this, we’re going to do that,” I was like, I became very, very apprehensive because I thought, “Oh, dear, if one renovation leads to another one that was not previously planned upon, this is a road to bankruptcy.”

Charles Duhigg
Yeah. Right.

Pete Mockaitis
And so, I was having some feelings there. We had an emotional conversation at that point. And she’s like, “Well, I mean, we never really established a budget. You said just don’t spend all the money.” And so, I was like, “Well, I don’t know. I mean, I guess I was thinking, you know, every money is movable. But I mean, if we would go past, you know, X dollars, you know, we’re going to have to start, you know, making some sacrifices elsewhere that doesn’t really feel that worth it.”

And she’s like, “Oh, okay. Well, that’s actually very helpful. I can work with X dollars.” It’s like, “Oh, okay.” And then later, when she brought up a new thing in the kitchen, which was totally not on the original list, I was like, “Well, I mean, if you think we can keep it within X dollars, I mean, sure, have at it.”

Charles Duhigg
Yeah. And what I love about that example is that, oftentimes, conversations about money, we think that they’re practical conversations, but they often start as emotional conversations. They start as someone saying, “I don’t understand why you’re saying no to me because, before you told me I should spend what I need to spend, and it feels like you’re blaming me for doing what you asked me to do.”

And the other person is saying, “I don’t understand why you’re spending so much. I’m really kind of, like, panicked about how much we’re spending. Like, how are we going to afford all of this?” And it’s not until we acknowledge those emotions that we can move on to the practical conversation. And it’s not until we acknowledge, to say, “Look I’m not blaming you for this. I should have been clear previously, and I’m sorry for doing that. And let me tell you what I’m anxious about.”

And the other person is saying, “I understand completely. I misunderstood you. I see why you’re anxious. That makes a ton of sense.” Now we’ve matched on this emotional conversation and it’s off the table. And then we can move into a genuinely practical conversation, which most money conversations want to be, because, ultimately, we’re trying to figure out, “How much should we spend? Where should we spend it?’

And it sounds like you and your wife did that very elegantly, without necessarily even having to call it out. But oftentimes, when we do call it out, it helps a lot. That’s the meta conversation. When we say, “Look, I understand that we have some feelings about this. Let’s discuss our feelings. And then we can talk about a plan.” It’s, oftentimes, going to make it easier to get to that point of resolution.

Pete Mockaitis
And I like what you had to say about zeroing in on the goal and connecting that to what you said previously. Yes, just about never has anyone said to me, “My goal is to thwart you.” And if they did, I would find it refreshing, it’s like, “Oh, okay.”

Charles Duhigg
Right. “Now I know. Now I know where everyone stands.” Right.

Pete Mockaitis
“Well, it’s game on. We’re having a full-on debate. Let’s see what we can do.”

Charles Duhigg
But the truth of the matter is, if their only goal is to thwart you, then they’re probably not showing up for the meeting in the first place, right? Like, there’s no fun in just going in and kicking your coworkers around. If they’re in that meeting, it’s probably not because they hate you and they see you as their enemy. It’s probably because they have a different priority than you have, but those priorities can become aligned once you actually know what each person wants.

Pete Mockaitis
And I love that a lot because it can feel as though their goal is to thwart you because, from your perspective, that’s what you’re seeing again and again and again.

Charles Duhigg
That’s exactly right.

Pete Mockaitis
It’s like, “Okay, roadblock, roadblock, roadblock, roadblock. Oh, my gosh, this guy just has it in for me.” But, I think, for the most part, we don’t care that much about other people’s being thwarted so much as we just care about our own interests and goals and values.

Charles Duhigg
Yeah, and that’s totally natural. And, you know, there’s this thing in psychology called perspective-getting, or perspective-taking, that they say, “You know, before you have a conversation with someone, you should try and put yourself in their shoes and see the world through their eyes.” The problem with that is it turns out we’re really bad at it. Like, if you tell, you know, a soldier, “Put yourself in the shoes of the enemy,” they actually have a difficult time doing it.

So, perspective taking is, it’s really, really hard. We can’t put ourselves in the shoes of people who are really dissimilar from us. But there’s another approach, which is called perspective-getting where I just ask you, “What is your perspective?” Like, I ask you, “It seems like we disagree on this thing. Can you explain to me your perspective so that I understand it fully?” Perspective-getting is always better than perspective-taking because it’s just much more reliable.

Pete Mockaitis
Yeah, certainly. This brings me back to consulting days, it’s, like, “We could try to answer a question by doing all kinds of elaborate statistical modeling, or we could just ask the customer, ‘Hey, what is it that you want?’”

Charles Duhigg
That’s exactly right. And we shy away from asking the customer because we don’t want to feel like, we don’t want to admit to them that there’s things we don’t know. But actually, anyone who’s been in that situation, as the customer knows, when your supplier comes to you or your consultant comes to you, and they say, “Hey, I want to be the best supplier consultant possible. I have some questions. I don’t totally understand what you want.” We love being asked that question. It’s a sign of intelligence to ask that question, not a sign of weakness.

Pete Mockaitis
Well, I want to hear, you also mentioned that there’s some surprising neuroscience behind why this stuff is difficult. Can you expand on that?

Charles Duhigg
Yeah. So, when we’re in a conversation with someone, there’s these changes that occur in our brain and body, even in this conversation. Without us realizing it, our heartrates have started to match each other. Our breath patterns have started to match each other. Even the dilation of the pupils of our eyes are becoming more and more similar. And if we could see inside our brains, what we’d see is that my thought patterns and your thought patterns are becoming more and more aligned.

Within neurosciences, this is known as neural entrainment. And it makes sense when you think about it, because if I describe, you know, an experience that made me sad, you actually experience sadness a little bit. Or, if I tell you about an idea, you experience the excitement of that idea a tiny bit. It makes sense to us that our bodies and our brains would become more aligned as we converse.

What we’ve learned, though, is that the whole point of communication is to achieve this entrainment. The reason we communicate with each other is not necessarily just to share information. And if you think about how many conversations you have where information isn’t the point, you’ll see that this is true.

The reason we converse with each other and communicate is so that we can feel connected to each other, because that pro-sociality, from an evolutionary perspective, has been enormously important and helpful in helping our species survive.

So, when we’re in a conversation with someone and we feel disconnected from them, when they bring up an idea that we disagree with and we immediately tell them why that idea is wrong, when we focus on the disconnection, it breaks up that entrainment. We’re in a much better situation if we start by saying, “Look, we disagree about who to vote for, but here’s the things that I think we have in common.”

“We both want our kids to grow up in a safe country. We both want the economy to be strong. We both want there to be safe and stable jobs. Now, tell me why you think your guy is the right choice for that. And I’ll tell you why I think my guy is the right choice. And we might not convince each other, but I just want to understand how you see the world, and I want to talk in a way that you can understand how I see the world.”

If we do that, the conversation is a huge success. Even if we walk away voting for different people, the conversation has been a success because the point of conversation is to connect with the other person. It is not to convince them that, “I’m right and you’re wrong,” or, “I’m smart and you’re dumb,” or, “I’m funny,” or, “You should like me.”

The whole point of a conversation is simply to connect. And when we do that, we make something magical happen.

Pete Mockaitis
And, Charles, boy, another thing I love about that is we’re connecting and we feel more connected as a result of having that conversation. And even though neither side has been won over or converted to the other, I think a beautiful transformation has occurred in that, subsequently, we will view the other side differently, more favorably, more kindly, more understandably, and less like enemy.

Charles Duhigg
Right. That’s exactly right. Or, usually, what happens is, when I ask you to explain your side, what you do is you answer in a way that’s easy for me to identify with the underlying issues right, “I want to vote for my guy for president because I think he’s going to make us safest.” I know what it’s like to crave safety. I know what it’s like to feel like we’re at risk. I know what it’s like to, and so I can say that.

I can say, like, “I totally understand. Like, I know what it’s like to worry that all your jobs are being moved overseas, and you just want someone to stand up for you. Now, here’s the reason I’m going to vote for someone different is because I think that they can do that same thing, and I think they can do it in a better way.”

But what I’m doing at that point is I’m saying, “Look, the values that you’re sharing with me, the beliefs or the experiences, they are valid. They are exceptionally valid, and I hear you saying them. That doesn’t mean that we have to agree on everything but we do agree that these are valid questions or issues. These are valid beliefs. These are valid worries and anxieties.” And simply knowing that somebody else agrees with you about an anxiety being a real anxiety, that’s meaningful.

But think of how frequently we’re in a conversation, and someone says, “Well, you know, I’m worried, if I let my kid drive to prom, I’m worried they’re going to get into an accident.” You say, “Oh, you shouldn’t worry about that. That’s totally fine. Like, most kids are really safe on the road.” Our goal, our intention was to put the other person at ease, but what we’ve done is we basically invalidated their anxiety. We’ve said, “Your anxiety is something that’s not real and shouldn’t be voiced.” That doesn’t help.

Pete Mockaitis
Well, while we’re in this example, Charles, lay it on us, what would be a superior response to that same prompt about worrying about their kid driving to prom?

Charles Duhigg
Yeah, I think the way to say it, it would be to say, “You know, I completely understand. Like, I worry about my kids driving all the time. And one of the things I’ve done is I’ve gone and I’ve looked at the statistics to see, like, to just try and help calm myself down. And, actually, when I looked at the statistics, I saw it, like, actually the rate of incidence of accidents is much lower than I thought it was going to be.”

“Like, did you know that there’s a higher likelihood that your kid will get hurt riding their bike than riding in a car? That was kind of shocking to me. So, I totally hear what you’re saying. But I guess the place where I’m coming out is that this is a risk, but it’s it seems like it’s a small risk. And I’m just wondering, knowing that, does that make you feel differently about it?”

And now I’m inviting you to either to speak your piece. I’m not telling you, “This is the right way to think, that you should you should agree with me.” What I’m saying is, “Here’s how I think about this. Like, tell me. I want to invite you to tell me what you think of that.”

Pete Mockaitis
I love it. Well, Charles, I’d love to get your take, in the seven-ish months since we spoke, what’s been one of your favorite stories of seeing a transformation facilitated by super communication?

Charles Duhigg
Yeah. So, I get a lot of letters from readers, which is really, really nice. And my favorite ones have been people who talk about a family break that they’ve managed to overcome, “I haven’t talked to my brother in three years because we disagree about this thing. But I called him up and I decided, instead of telling him why I’m right and he’s wrong, all I’m going to do is ask him questions and prove to him that I’m listening.”

And they find after about 15 minutes, it’s as if the relationship has been like suddenly renewed. And, actually, their brother starts doing the same thing. Because of the social reciprocity, when somebody is really listening closely to us, we end up listening closely to them. And so, the brother starts asking questions, and the brother starts listening closely. And, suddenly, you have this positive relationship.

I think I’ve also gotten letters from people at work who say the same thing, “You know, there’s this one employee I could not stand. Like, they just drove me crazy. I didn’t like them. I didn’t like their approach to work. And then I went to work and what I did was I asked them to explain why they use this approach. Not in a judgmental way, I didn’t say, ‘Why do you do it the stupidest way possible?’”

“What I said was, ‘Hey, look, I do expenses differently than you do expenses, but, clearly, the way you do it works for you, and I think you’ve probably figured something out. Can you share with me what you figured out?’” And as soon as they share with us, as soon as we’re on the same side of the table, all of a sudden, that behavior becomes much less annoying.

When I know why you’re doing the thing that annoys me, suddenly, I’m not annoyed anymore. The same way that, like, when you’re on an airplane and someone’s making a lot of noise behind you, and you turn around and you introduce yourself and, suddenly, they’re a real person, their noise suddenly stops being noise and it starts being just background.

So, those are the letters that have touched me the most, are people who say, “Look, I’ve been able to use one of these tactics, these tools, these skills that you give us, and it’s changed my conversation.”

Pete Mockaitis
I like that particular flavor of this a lot because, even that exact script, “And obviously this is working well for you so I’d like to understand how you do that,” it feels really good because, in a way, if you have devised a methodology that works for you and you’re vibing with, it’s kind of fun to be able to share that with someone, because just about no one asks or cares.

It was like, “Let me explain how I turned Evernote into my GTD cockpit,” getting things done. It’s like, yeah, no one really cares usually, but if someone opens up the floor, the stage for that, that that’s really great, it’s like, “Hey, tell me about your reps and sets and exercise routine.” It’s like, “Oh, good. I spend a lot of time thinking about this, but I know nobody cares. And now you’re offering this up for me.” It feels quite delightful.

Charles Duhigg
Yeah, no, it does. It does. It feels like we’re really making a connection to that person, right? And it actually releases neurotransmitters that make us feel good, like dopamine and endorphins and endocannabinoids. Our brains have evolved. If you think about it, communication is our superpower. It’s the thing that sets our species apart.

And so, our brains have evolved to be really, really good at communication, to crave communication. And when we connect with someone, when we communicate with them well, even if we don’t agree with them, we feel good. And that good feeling is at the core of pro-sociality.

And pro-sociality is what’s allowed us as a species to build families and then villages and towns and cities and countries, and to work together to build aircraft carriers or video game consoles. Connecting with other people is really, really important. It is the thing that has propelled us to success.

Pete Mockaitis
Lovely. Well, Charles, tell me, before we hear about some of your favorite things, any pro tips, nuances, do’s and don’ts that have materialized as you’ve seen this art be practiced more and more in the wild?

Charles Duhigg
I think there’s two things. The first is I would challenge everyone listening to ask someone a deep question today. And that question could be as simple as, “Oh, you live in the Heights. What do you like about the Heights? Like, why did you decide to move up there?”

That’s a deep question. It invites someone to tell us, tell me about who they are, about their values, about what they value in a neighborhood. So, I would challenge everyone to ask one deep question today because I think what you’ll find is it’s a lot easier than you think it is. And it’s a lot more rewarding than you anticipate.

And then the second thing is that, I think that as we’re moving through the world, we tend to shy away from conversations that we think are going to be tough. We get in the Uber and we don’t want to talk to the driver because we’re worried that they’re just going to go on and on about like some crazy thing, and so we just bury ourselves in our phone.

But what study after study finds is that, if you take a moment to talk to the Uber driver, you actually kind of enjoy the conversation. And that doesn’t mean you have to talk the entire drive. It doesn’t mean you have to have this, like, awkward long silences. You can say like, “Oh, you know, I got to check my email now.”

But just connecting with someone tends to make us feel good. And, particularly for the people who we think that we’re going to have a tough time having a conversation with, if we engage in that conversation, we tend to find it goes much, much better than we anticipated, and we feel much better afterwards. We feel more relieved. We feel happier. We feel like we’ve done something meaningful.

Pete Mockaitis
And what’s really great is that those conversations are often, in my experience, very useful for just sort of the creative ideation life.

Charles Duhigg
Absolutely.

Pete Mockaitis
It’s like, “Oh, I don’t normally get to have this kind of conversation with…” because, in a way, it’s kind of free, right, and it’s someone who’s completely outside your day-to-day social circle. So, as a result, you’re getting very fresh input, like, “Huh, it never occurred to me how it must really suck to have spent the money to get an Uber black, and then to not actually be able to reap the benefits of it.”

This was a recent Uber conversation I had, it’s like, “Huh, that’s a tough spot. I wonder if there are other, other opportunities that people might be seeking or wanting and they find lacking?”

Charles Duhigg
Absolutely. And it’s interesting because, sometimes, I ask Uber drivers, like, “What’s the worst part of your job?” And, inevitably, what they say is it’s not sitting all day long, it’s not, like, “I don’t know how much money I’m going to make.” What they say is, “I can spend the entire day not talking to anyone,” because that feels lonely.

And so, that doesn’t mean you have to have a 20-minute conversation, but even a three- or four-minute conversation is something that you’re improving someone else’s day. And you know what? They’re probably going to say something interesting. They’re probably improving your day. It’s a very easy thing to do and it makes a huge difference.

Pete Mockaitis
Lovely. Well, now could you share a favorite quote, something you find inspiring?

Charles Duhigg
There’s a quote from William James, where he talks about how our thoughts are like water that move across stone. And as water moves across stone, it grooves these lines. Water is insignificant compared to stone. But over time and over repetition, it grooves these lines. It manages to carve the stone.

And the habits that we have, the small daily decisions we make again and again and again, they’re like water. Like, it doesn’t matter what I have for lunch today, but what does matter is what I have for lunch every day. If I eat something unhealthy every day, then that’s going to have real serious impacts on my happiness and my health and my success.

And so, I think a lot about this metaphor that we tend to focus on the big choices that confront us, but those small daily choices, that’s like the water. We’re grooving the lines in our brain through our habits. And the more that we do that deliberately, rather than accidentally, the more successful we’re going to be.

Pete Mockaitis
Beautiful. And can you share a favorite study or experiment or bit of research?

Charles Duhigg
Sure. I mean, one of my favorite studies comes from Granovetter. It’s about loose ties and strong ties. So, this guy, this is decades ago, he wanted to figure out like how most people found their jobs. And so, he asked them, “How did you find your job?” And what people said, is that they said, “Oh, I found it through a friend.” And that totally made sense to him.

And he figured, “Oh, your best friend, you call him up, and they’ll do you a favor and do you a solid and help you get hired in a new place.” But it turns out that’s not what happened at all. Close friends, would have known as strong ties, they don’t tend to be very helpful at helping us find a new job because we’re so tight with them that, if a job comes up, we’re already aware of it. Like, we’re reading the same magazines, we’re going to the same parties. They don’t really know anything that we don’t know.

It’s the loose ties, the friends of a friend, the friend that we haven’t talked to in three or four years, the person who is kind of at an arm’s length, they’re the ones who helped people the most find new jobs because they would say, “Oh, I’m so glad you called. I know it’s been a couple of years since we talked, but this position came up in my company the other day, and I thought you were perfect for it. It probably hasn’t come across your radar because, like, why would you know anything about my company, right?” That’s how people tend to find new jobs.

And what it reifies for me is that, all of us have people in our lives that we’re only infrequently in contact with, but that we really like. We just fall out of touch because life gets busy and hard, and it seems kind of awkward to call them after three or four years and have that conversation. Because we know, at the beginning of the conversation, we’ve forgotten their wife’s name, and we’re going to be like, “What’s your wife’s name again?”

Pete Mockaitis
“How many kids do you have?”

Charles Duhigg
Yeah, exactly, it’s going to be kind of awkward. But the thing that we found is, if you call that person up and you say, “Hey, do you have like 20 minutes to catch up?” and then you say, “I totally apologize. I’ve forgotten your wife’s name. Will you remind me what it is?” that usually takes like 30 seconds, and then the rest of the conversation is great, and everyone is so much happier afterwards that they had that conversation.

So, having these good conversations, being connected to other people, we know that it makes you healthier, right? The surgeon general said that being lonely is equivalent of smoking 15 cigarettes a day, which is a lot of cigarettes. It makes us healthier to be connected to other people. It also makes us more successful because we tend to learn about opportunities that we wouldn’t know about, otherwise.

Pete Mockaitis
And, Charles, you are a habits guy, can you share with us a favorite habit?

Charles Duhigg
Yeah, and this is a little cliched, but the truth of the matter is, exercise is this habit that pays enormous dividends, and it doesn’t have to be a lot of exercise. Literally, if you go for a 15-minute walk every afternoon or evening, the measurable impact it has on your life is significant. And if you can get to a place where you’re building muscle or where you’re exercising a little bit more, it’s even greater.

But that habit, just committing to doing a little bit of more physical movement every single day, it can change everything.

Pete Mockaitis
All right. And if folks want to learn more or get in touch, where would you point them?

Charles Duhigg
Yeah, so you can find me online at CharlesDuhigg.com, D-U-H-I-G-G. I also have a newsletter on Substack called “The Science of Better.” And you can find that by searching for “The Science of Better,” or for searching for Charles Duhigg, or just Googling “The Power of Habit” or “Supercommunicators.” All of it will come up. And I’d love to hear from people.

Pete Mockaitis
All right. And do you have a final challenge or call to action for folks looking to be awesome at their jobs?

Charles Duhigg
Here’s the challenge that I would issue at your job. Sometime in the next week, ask your boss a deep question. And it feels like it’s going to be one of those things where you’re like, beforehand, you’re kind of nervous about it. But just ask them, “Hey, you know, I was just wondering. Like, why did you end up working at this company?” or, “What do you like about this job?” or, “What’s your favorite part of each week?” I promise you that they will say something that seems enlightening to you and that you will feel closer to each other afterwards.

Pete Mockaitis
Beautiful. Charles, thanks again.

Charles Duhigg
Thanks for having me.

Pete Mockaitis
Bob, welcome.

Bob Bordone
Pete, great to be here. Thanks for having me.

Pete Mockaitis
Oh, I’m so excited to talk about conflict resilience, how to negotiate without giving up or giving in. Could you kick us off with a riveting tale, no pressure, but extremely exciting, high-stakes negotiation that you were in the midst of? And tell us what went down.

Bob Bordone
Oh, man. You know, there are many, and I think one thing I want to say also is that anyone who’s in a negotiation, for them, it is high stakes and riveting. But the one that immediately comes to my mind is actually one that I mediated, and it was a family of means that had lots and lots of property to be divided between them, and went on for many months.

I mean, there are so many fascinating aspects to this, but, for me, what was most interesting was folks were, and I think this actually comes up a lot in conflict, folks who are fighting over things, but the truth of the matter is that most of the actual fight was about feelings and emotions and stories that people told about each other.

And so, a lot of the work, this may or may not surprise your listeners, was getting folks to actually put aside the fight around the things, to talk about what was actually going on. And once we were able to do that, it didn’t make the fight about every single property easy, but it made it much easier and helped us to bring it to an end that not only resolved it, but also actually helped this family stay together.

Pete Mockaitis
Yes. Well, Bob, you’re giving me a flashback. Wow, this was a weird day. But, one time, I remember I did a Myers-Briggs workshop for a group, and then someone said, “That was awesome. You should come do that for me and my co-authors because we’re kind of working on a book together, and this would be really great for our team dynamic.” But as I got into it, what became clear was, “Oh, your conflicts are way deeper than just these personality difference stuff.”

Bob Bordone
Oh, wow.

Pete Mockaitis
“And, like, I don’t even know if I’m the man for this.” But, yeah, there was some family and some history and some emotions and about being appreciated or taken advantage of, or, like, historically, and it’s, like, wow. And just talking about who’s going to write what chapters and how their personality will help or hinder certain sections of who’s writing what isn’t going to cut it.

So, tell me, how do you make that that pivot, that transition, because in their mind, it’s like, “Okay, this the personality guy that’s going to help us write our book.” In their mind, “Okay, you’re the mediator guy helping us divide the property.” And then I say, “Well, no, actually, let’s talk about how you feel your sibling treated you as a teenager.” It’s like, “What?”

Bob Bordone
Yeah, Pete, this is a great question. It sounds like you’re not a therapist. I’m also not a therapist, and also this isn’t therapy. At the same time, I will say that one of the things that I have come to really appreciate, you know, my background is in law. People do not come to lawyers for therapy, but it is often the case that what’s most convenient to talk about is who’s right and who’s wrong, and who gets the thing and what the legal rules are.

But so much of, I think, the work of really being good at conflict to ourself and also being good as a mediator, a facilitator of conflict is getting people to do some of their own work first. And we imagine, my co-author and I in writing our book, that people will come to it, and in their mind, they’ll be thinking about, like, “How do I deal with this unhinged person at work?” or, “Like, my mother-in-law or someone on I’m in conflict with a, whatever, at the local church?”

But the first step, I think, is always doing like an internal audit, because I think, often, part of what makes conflict hard, like, across a proverbial table is that we also often have lots of internal conflicts and ambivalence in ourself. And when we’re triggered in a particular conflict, it’s kind of bringing up what’s happening in that moment. And then a big narrative and our history and our family background, and “Do we need to unpack all of that, like, to figure out who gets what?” No, I don’t think so.

It’s also the case that, I think, the more self-aware we are of those dynamics, the quicker we can move from that, what we call kind of period of limbic irritability, where we’re kind of being emotional or maybe irrational or running.

Pete Mockaitis
Limbic irritability, I can go into that.

Bob Bordone
Yeah, I love that. I would like to take credit for limbic irritability, but that is very much my co-author, who brings a brain science piece to this book. And it’s really just this moment, or actually more than a moment, when someone says or does something in a conflict and the frontal lobe, like the rational part of our brain that makes good decisions, is overridden, it’s irritable, if you will, by chemicals that are coming from the amygdala.

And we know that it’s like the adrenaline and the cortisol, and that’s kind of making it harder to make really good decisions at the negotiation table. And so, the quicker we can name what’s going on to ourselves, and there’s actually research about this, we’re looking at fMRIs, the quicker people are able to kind of name it to tame it, naming those emotions and feelings and those stories, the quicker the limbic irritability actually goes down, and allows us to be more constructive.

Pete Mockaitis
Well, now this is sparking some remembrance of a nonviolent communication. Is that Marshall Rosenberg?

Bob Bordone
Yeah, yeah, yeah.

Pete Mockaitis
In which he nails it, like, to be able to say, “I’m feeling angry because my need for respect doesn’t seem to be being met in this situation.” It does worlds for like, “Oh, okay. It’s no mystery, that’s what’s going on here.”

Bob Bordone
“That’s what’s going on.”

Pete Mockaitis
“I felt like when he said that, that was disrespectful to me, and so I got angry about it. But, I guess, I don’t need to let that impact my thousands of dollars of whatever negotiation here. I can just kind of let go of that,” or maybe say, “No, actually, that’s pretty important, given brand, or reputation, or whatever. That’s got to get addressed here. Let’s do it.”

Bob Bordone
What you just did there, Pete, is, I mean, so critical because it’s, first of all, it’s being able to name yourself, the feeling and the need of what’s not being met, and that is important. I mean, I don’t know any relationship, whether it’s a boss, supervisor, colleagues, parent, friend, you name it, that works well in the long term where one person isn’t feeling respected.

So, the real difficult conversation is “What does respect look like? And how can we change the dynamic?” So, to be able to name that and say, “That is important. What might be less important is whether I’m getting paid $3,000,” or you’ve moved your fence six feet to the right, or whatever it may be. That might be one way of conveying respect, and there might be 22 other ways. But until we actually get at what’s really the real rub, which is, “I feel disrespected here,” it’s going to be actually hard to even have a conversation about the right thing.

Pete Mockaitis
Yeah, that’s dead on. And I’ve heard that there is some research, and, Bob, maybe you have it top of mind. When it comes to medical malpractice type situations, one of the biggest drivers is the extent to which the physician is being caring and honest and helpful as they go and say, “Hey, so this is what happened, and we’re so sorry. Humans make mistakes, and we made a mistake, and here’s what we’re going to do to fix it,” as opposed to silence, lawyer up, be difficult. It’s, like, that actually is a worse approach for mitigating liabilities and losses.

Bob Bordone
Amen, yeah. And this research you’re talking about is really kind of fascinating because what it shows is that people are more likely to want to sue in a situation where they don’t feel that the doctor has been willing to kind of has actually met those interests in listening and sharing their contribution, where they’re just in a defensive stance, than if actually there is that listening and that kind of meeting the interests of feeling hurt, and even apology.

And I think where it’s really interesting from a conflict perspective, and someone who is also trained in law, is there’s this interesting sweet spot of, if people can just actually be honest, like doctors make mistakes, that causes damages for sure that need to be compensated. But the moment of acknowledging that goes a long way to me not wanting to destroy you.

I might need another surgery, and, yeah, I kind of expect the hospital to pay for that. But, like, I don’t need to destroy you. But that defensiveness, and what’s weird is law would come in and say, “Don’t say anything because if you say anything, that will be used against you and then we’re doomed.” And so, what ends up happening is we miss an opportunity there. We miss an opportunity that I think is unfortunate from a conflict perspective.

And, I mean, here we’re obviously talking about medical error, but on a day-to-day basis in, like, relationships, I think similar dynamics come up where the act of apology or the act of sharing some vulnerability doesn’t happen because we’re afraid that the other person is going to take advantage of us. Both sides fearing that do the kind of least good thing, the thing that’s like least in their actual character, and then they tell a story about how terrible the other person is.

Pete Mockaitis
Yeah. Well, so coming back to your situation with the wealthy family, you noticed, “Hey, there’s some emotional history stuff going on here,” what happened next?

Bob Bordone
And so, just a piece of that, it is not to relitigate that, for sure, and one of the, I think, core things we talk about in our book, it’s not even to get people on the same page. But the process, I think, of just effectively listening to each other’s stories and experiences, having it validated as, “This is how you experienced,” just can go a long way in, I think, changing the narrative and, particularly, like changing the idea of what might be possible.

Like, another domain of work where I’ve done this is working across lines of difference with, like, Israeli and Palestinian young people. It’s not typically the case that ongoing dialogue across a line of difference changes people’s view on the substantive issue, but it powerfully changes their view on the way they tell the story about the other person, and that’s really valuable for what they might be able to do going forward.

And even if they can’t do all that much, being able to say that, “This is a three-dimensional complicated, interesting person that I can identify with,” is better than “They’re the enemy/subhuman/fill-in-the-blank,” right?

Pete Mockaitis
Understood. Okay, so with your book, it’s called Conflict Resilience, what does that mean?

Bob Bordone
Yeah, so what we want to make really clear that it’s not a fancy word or a catchy word for conflict resolution, but it’s actually quite different. Conflict resilience is really the kind of capacity to sit with the discomfort of disagreement, meaning that it’s both this ability to listen very well and effectively and generously, and also assert your own viewpoint authentically, non-avoidantly, but in a way that increases the chances that the other side could hear you. And it’s independent of whether or not we might be able to actually problem-solve, agree, or find common ground.

So, in a sense, it’s a little bit like emotional intelligence. It’s a set of skills, but it’s like a capacity or a quality that, I think, in this case, is prerequisite to being able to do conflict resolution or negotiate or mediate. Because if you can’t stand the heat of the fire of the conflict, then you really can’t resolve it. You can run away from it but you can’t resolve it.

Pete Mockaitis
Yeah. Well, it’s funny, you’re sparking some memories for me. I remember I was dealing with an issue and I was chatting with a lawyer, and he said, very matter of fact, “Well, either they give that money back or you sue them.” I was like, “Oh, just like that, huh?”

And then someone else was talking about the same issues, like, “You know, unfortunately, it sounds like, I know it’s a huge pain, but if they don’t play ball, I think you’re going to have to actually, you know, contact a lawyer and do that whole thing, file a complaint with the county, all that stuff.” And it was so noticing how that juxtaposition there, two people talking about the same thing, one just like, “Hey, whatever, sue. No big deal.” And the other one is like, “Oh, yeah, it’s got to be a real big thing.”

And I think that that is reflective of personality or emotional capacity or something, because to one person, it’s no big deal, and to the other, it’s, “Oh, man,” a huge ordeal is about to unfold.

Bob Bordone
Absolutely. One of the things we talk about in our book is kind of these five Fs: fight, flight, freeze, fawn, or fester. I know I said that very fast. Fight, flight, freeze, fawn, or fester. But they’re kind of like our, as you were saying, Pete, like default tendencies that we have in that moment when we’re feeling conflict. And the brain, the way it’s kind of set up is, in the moment it feels this discomfort, it will go to the thing that relieves it most quickly.

And for some of us, it might be fighting. It feels like we’re doing something. And others, it might be fawning, which is like, “Oh, my gosh, I’m so sorry. I didn’t mean to. Oh, please forgive me,” or fester, I kind of just kind of sit there and stew quietly, or flee. And the truth of the matter is, though, I think that if we can become more aware of that default, and it does differ, as you say, for different people, it gives us this moment of opportunity to choose something that might be more purposeful, that might actually advance our goal. And it might be very different from you either sue them or avoid it.

I think the other thing, Pete, that you’re bringing up, and tell me if this seems right to you, is that just our individual experience of what might register as conflict just varies. So, just an example with my co-author, since you were asking about co-authors earlier, right? I’m somebody, I’m trained in law, I love to get into a policy discussion, right? We can, you know, whatever. You pick something, Pete, I’ll, like, get into it with you, and it’ll be super fun.

I’ll be like, “I had so much fun, it was great.” My co-author might be like, “Oh, my gosh, Bob’s really upset.” Like, sleepless nights. Like, “Is our friendship in danger?” And I’m thinking that was fun. And so, there’s just a way in which what each of us registers as conflict, so we call this conflict tolerance, in our book, varies.

But the problem is if we if we’re not able to even have the conversation about “How do we handle that difference?” I will come away thinking “This person just caves in all the time. They’re obviously not that smart. They clearly agree with me.” And the other person comes away thinking I’m aggressive, a bully, you know, fill in the blank.

And so, part of it is how do we identify these differences? How do we find ways to talk about how to handle even the difference in which we experience conflict?

Pete Mockaitis
Yeah. Well, lay it on us. How do we do that?

Bob Bordone
Okay. Yeah. I mean, I think, so part of it is doing some work around your own, understanding your own defaults. So, with around the idea of conflict tolerance, we actually break it into two pieces, what we call conflict recognition and conflict holding. So, recognition is, “What is the moment at which I would describe our interaction as conflict?” Holding is, “Once I feel like I’m in a conflict, what is my ability to stay with it versus going into one of the defaults?”

So, doing some self-assessment, I think, is really important. I think the second piece is if I’m in kind of an ongoing interaction with, whatever, a sibling, where I continue to see, like, a shutdown around an issue. Instead of bringing the issue back up, there’s an interesting conversation to say, “Can we talk about what is happening for each of us when this issue pops up? Like, how do you experience a conversation? How do I experience a conversation?”

In other words, we’re going meta on the dynamic. And that may sound, I mean, to some listeners like, “Oh, my gosh, who’s going to do this? And are you going to do this every day, all the time?” No. But if it’s the kind of conflict issue that keeps you up at night, that’s tearing at a relationship that matters to you, that kind of you’re spending a lot of time around a proverbial water cooler or on a Slack channel, going on and on about how horrible they are, yeah, well that’s the time to actually engage this.

And that’s what people tend to avoid, and that’s what we hope our book can really be helpful with because that’s the productive thing we need to do better.

Pete Mockaitis
Certainly. And I’m thinking that, for any naysayers out there, I think that this is a tremendously valuable activity. Yes, not every day, and with not every issue. But because it really can be quite illuminating in terms of it registers for one person, it’s like, “Oh, my gosh, you’re enraged. You think I’m a terrible husband.” Like, whatever.

It’s like, “Oh, no, no, no, no, not at all. I just kind of preferred that we do it this way. I just kind of like it a little better. That’s all I was asking.” It was like, “Oh, really? Because it felt like judgy or whatever,” fill the blank. And so, I think those conversations are valuable. I think maybe some level of avoidance, resistance that we feel towards that is just straight up fear. Like, we’re worried the other person’s going to be like, “Oh, you softy. Come on. You always make me the bad guy.” Like, whatever.

It’s like there are, it feels as though that conversation could go very wrong. So, Bob, tell us what’s our risk prognosis and how do we do it well?

Bob Bordone
Yeah, I love that you’re bringing this up, right? So, I feel like there’s some good news and bad news in what I’m going to say here. The good news is that my own experience is, often the fear of what might go wrong in one of these conversations is like way more destabilizing, exhausting, and tiring than the actual conversation itself. I mean, it just is.

So frequently, I’ll work with somebody or coach somebody and they’ve practiced and they’re worried, and then after they do it, they’re like, “You know, I mean, it wasn’t perfect, but, like, I’m so glad I did it. Or it helped advance the ball. We didn’t get to Z. We got to F. But since we were at A, getting to F was like progress.”

But the other thing, here’s the bad news, because, I mean, I think there is bad news, and I think this does have people hold back. There is a chance, it’s like whenever you change the script and do something different, there is a chance you’ll get the worst possible answer. There is a chance that if you put yourself out there in a somewhat more vulnerable way to engage something that matters to you, in a way that’s really inviting to the other side, that they might be like, “Meh, I don’t really care.” “Meh, sounds like it’s your problem.” And, therefore, we avoid it.

We avoid it in service of the relationship, but the reality is that, if they really were to do that, in most cases, I’d rather know that now than engage in some kind of farce with you or wait for the slow kill on the relationship. And so, does that makes sense? Or what do you think about that?

Pete Mockaitis
No, that’s resonating. And, I mean, you might give him a second chance.

Bob Bordone
You might give him a second chance, oh, for sure.

Pete Mockaitis
Like, if they give you blowoff, it’s like, “Hey, you know, last week, I brought up this and you said that, but this is actually pretty important to me so I’d love to schedule time to dig into it.” And you might get a second blowoff, like, “No, I don’t think this is worth a second of our company time to dig into.” Well, you’re right, I think you know, it’s like, “Okay, this relationship will never be great. We may be able to endure to put our heads down and get something done, but we’re never going to have a trusting, excellent, world-class collaboration, so long as they are this way.”

And, it is, it’s good to know that earlier, rather than to be blindsided six years down the road, it’s like, “Oh, I thought we were really simpatico, but, no, we’re not at all.”

Bob Bordone
Yeah. Amen to that, right? And one of the things that I really do think, I mean, you touched on something when you said, “Give it a second chance,” right? For sure. And also, later in our book, we kind of offer some of our, hopefully, useful advice on kind of “How do you make this decision to have the conversation and when to not have the conversation, when it’s time to, like, exit in some way?”

And our overriding argument is that we tend to exit too quickly. We tend to go to that convenient, “Let’s just tell a negative story about them, we’re just the best it could be.” But there are some times when either it’s time to exit, or like, I mean, if it’s your boss and you like, you otherwise like the job, you’re going to have to figure out how to manage that relationship.

But, one, I think, important diagnostic part of that, it can’t be whether the other person in the conversation is going to be skillful, because people, as they don’t have some training in it, maybe they’re just not that skillful for whatever set of reasons. But I think you can say, “Can the person at least come to this with a degree of goodwill? Like, do I have to 100% trust them?” I don’t think so. But do you have to feel like they can enter into this with at least some good faith? That’s probably enough, at least to try. At least to try a few times.

And one of the things I always say is, I can’t ultimately change them, but before I make that decision of “This is not going to be the world-class collaboration that I hope for,” I want to have done all that’s in my power. I want to be as effectively assertive and as curious as I could have been. I want to make the conversation as inviting and as kind, but also as authentic as I could have been.

Then, you make your decision based on, after that. I mean, if it’s your sister, you’re probably going to have to have some relationship with your sister. If it’s your boss, well, for the time being, you might, but you might decide it’s time to look for a new work, right? If it’s like your golfing buddy and it’s so bad, you might be like, “Yeah, I’m going to find a new golfing buddy.” You make that decision depending on also what’s in your power to influence.

Pete Mockaitis
Understood. Now you’ve got a three-step framework: name, explore, commit. Can you walk us through this?

Bob Bordone
Sure. So, the name piece is, broadly speaking, what we would say is the internal work, meaning understanding what are the different internal kind of conflicts or stories that are perhaps making it hard for you to engage the conflict or making you tend to be very argumentative or fighting. So, name is, at both a kind of emotional level, a substantive level, and relational level, what are your interests? What are the kinds of default patterns you have? It’s a lot of self-work.

And we kind of break that into, we call mirror work, which is doing some of the self-examination of your own kind of history and story in this particular conflict. And then the next piece is the chair work, what we really call bringing into some integration, even internal stories or conflicts, and kind of naming them, giving them some voice.

So, just to give you an example, I think, that’d probably be most helpful. If there’s something you want to raise with, let’s just say, your boss, it’s kind of like, “Well, what are the reasons why it’s important to raise this? And what are the reasons why I’d rather not?” And, actually, like giving, naming all of those reasons.

And the reason why that’s worth doing is it’s often, and then practicing giving them voice, is because, often, once we get into the room, we tend to only have one or two of the sides actually get voiced. And the next piece, which is what we call the table work, is actually representing all of the sides in the conversation. So, that’s name.

Explore, I would say, is probably the most at-the-table pieces. So, what does it look like to actually open up and understand, like, “What are the interests of the other side? What is the story they’re telling?” So, a lot of listening, “How am I assertive about my views or needs?” And then the third piece, is commit. And with commit, there’s kind of two pieces in there.

One, we’ve kind of referenced this already, Pete, which is “How do I decide whether, if it’s a negotiation, like, is what’s being offered just something I want to say yes to?” If it’s an ongoing, let’s just say, conversation about, I don’t know, a political difference or a strategic difference, like, I don’t know, “How are we going to agree on an advertising budget for the next quarter?” do I want to kind of continue to engage on this, or do I just think it’s not worth it anymore?

And then, lastly, just from a relational interest, kind of as we were saying, is this a relationship that I might say, “I want to continue in this relationship, but it can only go so deep”? Or, “Gosh, we did something here, we did some work here that was pretty transformational, and we’re actually closer.” Or, like, “Now that I’ve learned what I’ve learned, it’s time to kind of move on.” So, there’s that piece.

But the other piece we really talk about in the commit is, “How can we try to build organizational structures in place?” Like, if we’re a leader, “How do I commit to building an environment that actually encourages people to be conflict resilient, meaning that encourages people to kind of come forward with their different viewpoints, that isn’t a cancel culture, that isn’t a, ‘If you disagree with us or me, you’re a troublemaker’?” So, we kind of offer some advice on how to build a greenhouse that helps people be more conflict resilient.

Pete Mockaitis
Okay. Understood. So, I’d love to hear, let’s talk about the internal stuff, mirror work, in terms of, if we’re generally averse to conflict, it makes our necks feel uncomfortable, and there’s a lot of fear, trepidation, whatever, like, across the board, numerous relationships, numerous issues, any pro tips for how we can, generally, get better at this stuff?

Bob Bordone
Yes. So, part of in a situation where someone finds themselves more avoidant than engaging, my coaching on this would be like, “Okay, so let’s make a list of maybe what are the fears you have about engaging this?” and they’ll come up with whatever the reasons are, “It’ll go poorly, the person will get hurt, I’ll get hurt, it’s not worth it. Nothing will change. It’s not that important to me anyway,” blah blah blah. I always love that last one, “It’s not that important to me anyway.”

It’s like, “Okay, you’re paying me to spend time on this, but it’s not that important. I don’t even believe it, but, okay, let’s make that list.” But then, and this is the real coaching piece, “Why is it important? Why might you want to actually raise this?” And they’ll say, “Well, maybe something will change.” “Well, if we don’t, the relationship’s going to end up in the trash, anyway.” “Well, it’ll be hard to work with them,” “Well, it brings morale down,” “Well, how can they get better if I haven’t told them?” They make a list of all those things.

That work, just having them look at those two things, and then be persuaded, not that the first piece is not possible, but that the second piece is as legitimate and important as the first. And so, the kind of work there is embracing, this is the kind of mirror work, both of these are true. And if your tendency is that you tend to let all the fear side win the day, the side of you you’re letting down is all of the reasons why it’s really important to have a conversation, and you can’t do that consistently over time and actually be authentic and connected in relationship with anybody because they’re only seeing one piece of you.

They’re not seeing you. You’re letting something down here. So, if you’re worried about disappointing them, you’re actually disappointing a part of yourself. So, it’s interesting, some of this, I don’t know if any of your listeners, or you, Pete, have any interest in internal family systems, but some of this actually draws on internal family systems work, identifying, “What are the parts of us? Then how do we find ways to not evaluate or silence or overvalue certain parts and undervalue others? But each of these is useful and has served us.”

But when we consistently silence one because of fear, we are losing something, and I think the most important thing is we’re losing the possibility for connection. The possibility for actually a better working relationship. So, we think we’re doing something in service of preserving something, but we’re just setting up the slow kill.

Pete Mockaitis
Yeah, you know, maybe I’m a dork who majored in finance, and I am. But that makes me think about risk and money. It’s like you could take zero risk and have your money hang out in a checking account. But then there’s the slow kill of its value from inflation. Or you can take some risk, put it in the stock market. Like, it could go down. It absolutely could. But over the long term, historically, things work out a lot better for you if you park it there as opposed to a checking account.

And I think about that, similarly with these conversations, it’s like, you could play it safe and never raise it, and it’s true, you won’t be rocking the boat. You will not cause the potential damage that conversation could cause, but you will also not unlock the greatness that could be possible within this relationship.

And I have been delighted by how, like, sometimes relationships can go into amazing places when you say exactly what’s up. I remember my friend, Anne, in college, and I was maybe a little bit less guarded and flippant, say whatever was on my mind at the time before being chastened by things that went wrong, conversationally.

But I remember she said she was dating this guy, and I said, “Oh, yeah, I know him. You know, he’s funny. He’s funny, but sometimes I wonder, does he ever kind of occasionally strike you as maybe a little bit of an asshole?” And she laughed, and said, “Yes, he does! We’ve been trying to work on that, and we’re probably breaking up soon.”

Bob Bordone
Oh, my gosh!

Pete Mockaitis
And so, like, I had just met her, like, “Oh, I haven’t seen you around,” but then that immediately catapulted to, like, “This guy, Pete, like, he’ll share what he thinks, and so I trust him.” And then I went to great places and, likewise, I’ve heard of therapists who challenge powerful executives in their sessions, it’s like, “Nobody else talks to me this way,” and because of that, there’s just tremendous trust.

Bob Bordone
Tremendous trust, yeah. You know, one of the things I like to do, Pete, I used to not do this. I’m somebody who kind of came to this work largely because I think I was really bad and conflict-averse and wanted to learn more. But one of the things I do now, I think people will find this surprising, it’s I’m supposed to be a mediator, right, but people will be in a room and someone’s saying X and someone’s saying Y and someone’s saying Z and then someone’s like, “Oh, I’m really glad we’re aligned,” or like, “I hear you saying this.”

And I’m listening, I’m thinking, like, “There’s literally no alignment here. What are these people talking about?” And the convenient thing to do would be like to nod my head and say, “Oh, I’m so delighted we’re all in agreement,” and, like, walk out. But I tend to do now, and I used to not do this, I used to be a head-nodder.

But I actually think it’s so much more valuable to be like, “You know, I don’t want to be troublesome, but I actually don’t think you’re all saying the same thing. I think you’re saying really different things. And I think should dig in on that because, otherwise, we’re missing something important here.” And they’d be like, “Oh, I guess you’re right.”

But it goes back to that, like, yeah, as soon as you do something like that with somebody, I just think there’s a level of realness, and it can be done in a way that’s not mean-spirited, that’s not cruel, and it should be done assertively, like, “From what I’m observing, you know, whatever, from what I’m observing, like, this guy sometimes seems like a little bit of an asshole to me. I’m surprised and interested what you like about him,” or whatever, you know. “I’m glad you like him. I don’t want to take that away. I just don’t see it.”

I mean, you know, am I going to do that? Does it make sense to do that with someone’s spouse of 50 years? No. But I think here’s the other thing, Pete, because, one of the things, like, sometimes I worry that our message is that “You should be doing this always and everywhere all the time,” and that’s just not what we’re saying. What we are saying is this skill, this conflict resilience skill, if you want to be a successful leader, if you want to grow professionally and earn people’s respect, it has to be in your toolkit to be deployed at the right times and in the right space.

But to somehow think, “I am going to make it by avoiding everything, or taking out my sword and lopping everyone’s heads off in my path,” I mean, you could get so far, but at some point, that only works for people who don’t care at all about relationships.

Pete Mockaitis
Yeah, and soon you run out of heads. It’s like, “I’ve lopped off all the heads.” Because like fill in the blank in terms of like if you’re looking within any community, right, you know, people talk. And so, it’s like if we’re talking about real estate agents in the Nashville area, it’s like, “Okay, lop off all the heads. None of them want to work for you anymore.” Or, top engineering talent in Silicon Valley. It’s like, “All right, I’ve lopped them all off.”

Bob Bordone
Yeah, that’s right, and, like, no one wants to work with you, you have no trust. And then, what ends up happening, now we’re kind of in just plain negotiation land. It’s like somebody who, let’s just say, there’s 10 points of value to be divided, they’re consistently getting seven, and they’re going around, saying “I won, I won. Look how good.” And, like, they are except for the fact that, with some more skill and an ability to actually handle conflict better, that 10-point pie could be 20 points or 100 points or 200 points.

Pete Mockaitis
Yeah, totally.

Bob Bordone
And if it’s 20 and you’re getting 10 out of 20, you ain’t beating them. It’s just a 10 is greater than seven.

Pete Mockaitis
Yeah, I’m right with you there, in terms of the creative, collaborative, win-wins. That’s just like my default. And it’s funny, like, you cannot even begin to play that game until the emotions, the limbic irritability, is soothed in terms of like, “All right, let’s see what we can figure out together.” It’s just impossible, in my opinion, to get there when they’re like, “Bob is a jerk. I hate him, and I’m going to make him pay. And also, we’re going to find a creative, collaborative solution together.”

Bob Bordone
Right. Right.

Pete Mockaitis
No. No.

Bob Bordone
It just won’t work, right? And the other interesting thing about just the brain science aspect of that is when you are in that emotional refractory period, that limbic irritability time, your ability to actually, at a cognitive level, identify the interests of the other party goes down. When people are made to feel anxious, they think, “Oh, let’s make them feel anxious and then we’ll get more concessions,” it leads to quicker exit, lower trust, lower joint gains, lower interest in working together again.

Pete Mockaitis
Oh, and your reputation takes a hit too.

Bob Bordone
Yeah, and your reputation.

Pete Mockaitis
Your counterparties talking smack about you.

Bob Bordone
Yeah. So, it’s incredibly short-term thinking. But again, like thinking about that kind of existential brain of ours, that’s like going back to whatever thousands of years when you bang into me on a dark path and you’ve got to make a quick decision of whether I meant it or not. And if you decide I meant it and you’re wrong, you still take your club out and beat me and you’re alive and I’m dead. If you decide I didn’t mean it and you’re wrong, I take my club out and beat you and you’re dead, I’m alive right.

I mean, there’s a way in which the brain is, like, it’s not all washed up. It’s just that most of the things, like, this is we’re talking about conflict resilience. We’re not talking about existential. This is like your boss again, this your direct report, or your sister, or your brother, or like someone, or the real estate agent also goes to the Chamber of Commerce, and has to have a series of ongoing relationships.

So, you have to have a better command of yourself and a set of skills that are not going to put you into this, again, the 5Fs that are going to just make things worse for you, maybe in the short term, but certainly in the long term.

Pete Mockaitis
Well, Bob, tell me, anything else you want to make sure to mention before we hear about some of your favorite things?

Bob Bordone
No, except this has been fun. I love it, I love it. So, thank you, yeah.

Pete Mockaitis
All right. Me, too. Let’s hear about a favorite quote.

Bob Bordone
So, my favorite quote is a scriptural quote, actually, from Micah, and it is, “This and only this does the LORD require of you, to act justly, to love tenderly, and to walk humbly with your God.”

Pete Mockaitis
That’s pretty good and that’ll do it.

Bob Bordone
I hope that some of the principles in the book honor that.

Pete Mockaitis
Cool. And a favorite study or experiment or bit of research?

Bob Bordone
For me, I mean, I’m a big fan of all of, like, Daniel Kahneman’s stuff. I particularly love some of the research on self-serving biases, and also on fundamental attribution error. It’s like a fancy word, but fundamental attribution error, basically, the idea that, “If something goes well, it’s because I’m obviously brilliant. And if something goes poorly, it’s because they’re jerks in any way Mercury was in retrograde.”

And so, that tendency to not have a learning loop, I think, if more of us were aware of that, I think it would probably lead to a better conflict handling.

Pete Mockaitis
All right. And a favorite book?

Bob Bordone
My favorite book is actually a fiction book. I mean, there’s lots of negotiations in it. It’s just really fun. I love “The Count of Monte Cristo.”

Pete Mockaitis
You know, Bob, this might blow your mind, it did me. Did you know that the story of “The Count of Monte Cristo” is based on a real human’s life?

Bob Bordone
I did not know that.

Pete Mockaitis
I was like, “That’s too crazy. That’s too crazy. No way, it’s a real human.” And, of course, there’s embellishments and literary, you know, whatever. But like, there was a dude who was in prison who escaped and exacted vengeance.

Bob Bordone
I did not know that. I like books that really make you feel like you’re transported to a different time. But another one that I really like is The Age of Innocence by Edith Wharton because it’s another book that makes you feel like, in that case, that you’re like in high society, at this particular period in New York City. Anyway, so those are the books that really kind of draw me in.

Pete Mockaitis
And a favorite tool, something you use to be awesome at your job?

Bob Bordone
Ah, favorite tool, which is actually in our book, it’s called The Ladder of Inference, developed by Chris Argyris and Don Schoen, who are of Harvard Business School. It’s a wonderful tool for all sorts of things, but particularly if you’re in a conflict situation, when somebody says something like, for example, “You really messed up here.”

That, we would say that the top of the ladder, it is a conclusion. It is drawn by, at the bottom of the ladder, an ocean of information or data that we don’t all have access to, we only have some access to some. And then each of us picks some piece of information from that ocean, that’s a piece of data in an ocean, and then we put a story on it, our reasoning and inferences, and that’s how we reach the conclusion.

What the ladder enables you to do is have a much more productive conversation where instead of me saying “You messed up,” and you saying “No, I didn’t,” we can walk down each other’s ladders, talk about data, talk about reasoning. Sometimes it shifts opinions. Even if it doesn’t, it’s just a much more edifying conversation.

Pete Mockaitis
And a favorite habit?

Bob Bordone
You know what? What I’m going to do when I get off this call, a daily 45-minute walk with my golden retriever, Rosie.

Pete Mockaitis
Okay. And is there a key nugget you share that really seems to connect and resonate with folks; they quote back to you often?

Bob Bordone
So, not to be redundant, but I will be, which is that just the power of the first no makes all of the other yeses actually meaningful. So, to the degree you are in a conflict and you’re avoiding and you’re trying to be nice-y-nice, etc., and you think you’re serving the relationship, finding a way to kind of say, “You know, I pretty much don’t agree with this part, or I have concerns about this,” that is deeply connecting because it, first of all, makes all the yeses seem sincere and it’s an opportunity for connection.

Pete Mockaitis
And if folks want to learn more or get in touch, where would you point them?

Bob Bordone
Yeah, so you could learn more about our book and, hopefully, buy it at our website, which is ConflictResilienceBook.com. That’s ConflictResilienceBook.com. You could also learn more about me and my website, which is BobBordone.com.

Pete Mockaitis
All right. And do you have a final challenge or call to action for folks looking to be awesome at their jobs?

Bob Bordone
Yeah, I would just say, if you have any kind of difficult conversation or conflict that keeps you up at night, that’s worth engaging and not avoiding. And if do it well, no matter how it ultimately turns out, I think you’ll feel better about yourself.

Pete Mockaitis
All right. Bob, thank you.

Bob Bordone
Pete, thanks for having me. This was really fun.

Pete Mockaitis
Abby, welcome.

Abby Medcalf
Hey, thanks for having me. I’m excited to be here.

Pete Mockaitis
Well, I’m excited to hear some insights on boundaries. Could you kick us off with a particularly surprising, shocking, stunning discovery you’ve made about boundaries that really dazzles people? No pressure, Abby.

Abby Medcalf
No pressure at all. I would say this, that most people think they’re setting boundaries and they’re not. I think we throw that word around a lot. So, I’ll hear things like, “Well, I told the person I didn’t like what they were doing and they needed to stop.” That’s not a boundary. Or, “I told them that I feel really uncomfortable when you talk to me that way. I said that to this person and they kept saying whatever they were saying.” It’s not a boundary to tell someone how you feel. It’s not a boundary to tell someone that you don’t like what they’re doing. That’s not a boundary. So that’s what you’re doing wrong probably first.

Pete Mockaitis
Okay, right from the get-go. So, you’re expressing something like, “Hey, I don’t like that. I would like for it to be different.” So then, what is a boundary and how does that sound?

Abby Medcalf
So, the boundary would be “Hey, I don’t like how you’re talking to me. You’re going to need to stop, or I’m going…” and then you have to have what I call teeth or a response if the boundary is not kept. So, not a consequence, you’re not punishing anyone. You are just letting them know what will happen, and there has to be something that happens, and you have to do it, “Or I will leave the meeting,” “Or I will hang up,” “Or I will block you.”

I hope it’s not block. I don’t like people taking very drastic measures, but you want to do something. You have to be clear that, “This is what I’m going to do, period.” So, like, I’ll have someone who says, “Well, I’ve told people not to email me, you know, that my day ends at 7:00. I’ve been very clear, and they keep doing it.” And it’s like, “Well, don’t answer the email then.”

Like, it’s not anyone else’s job to hold your boundary. It is your job. And most people get angry that other people aren’t holding their boundary, but they themselves aren’t holding their boundary. So, really, how are you angry at other people when you’re not even doing it? So, it needs to be on you. You’re not a victim. I get a lot of victim-talk, which is not my favorite, and I talk a lot about that on my own podcast and in my last book.

You’re not a victim in life. You really need to stand up. You need to say what you’re going to do, and then you need to do it. I also say, never repeat a boundary. Once you’ve set your boundary, you just have to do whatever it is at that point.

Pete Mockaitis

Okay. Well, we’re in the thick of it right away. I love it. Thank you.

Abby Medcalf

I’m jumping right in.

Pete Mockaitis

Well, could you tell us then, I guess I’m curious, boundaries, they sound handy. So, you gave us a bit of a definition, is that your official textbook line?

Abby Medcalf

You know, yeah, there’s a few lines. Really to understand boundaries, you have to understand that nobody is responsible for how you feel, what you say, or what you do, and that you are not responsible for what anyone else says or does or thinks. And once you get that, because I think the thing I get asked the most is, “Well, how do I talk to my boss and they don’t get upset?” or, “How do I talk to a co-worker so that they don’t get mad at me?” and you can’t.

There is no answer to that. There is no perfect way. You could say the most perfect thing in the most perfect way. We’ve all done it, right? You’ve done it. I’ve done it. We’ve trained ourselves and gone in with all the good tools, and then the person still gets upset. It’s because it’s about them, not you. And so, you have to get rid of that. All you can do is focus on having integrity in the way you speak, speaking.

I call it speaking from love, not fear, like from the compassion part of your brain, and that’s what boundaries really are. I always say boundaries are love, walls are fear. Boundaries are meant to keep people in, they’re meant to keep our relationships moving. Walls are meant to keep people out. And that’s the big difference.

Pete Mockaitis

Okay. Thank you. Well, so we’re going to dig into a lot of the how-to and the nuances and the verbiage of how this is done. But maybe, could you paint a picture for us, perhaps an inspiring story or some data that would give us a clue as to just how important, useful, transformative, delightful can boundaries be?

Abby Medcalf

I’ve been doing these 40 years, and I work in organizations, and I work with executives, and I work with regular people just in their life. So, whether this is at work or home or anywhere, if you feel at all resentful in your life or helpless or hopeless, you don’t have boundaries where you should, and you’re not holding them.

So, if you want to have peace of mind, boundaries are the answer to feel more peaceful in your life, to have more connection, to have more love in your life, to have more efficacy, to feel more productive. You know how much more productive you are when you have boundaries? It’s unbelievable. 

When you hold the boundaries, what happens is your self-esteem is absolutely raised because you are having greater self-efficacy. You are doing what you say. And in my experience, as I work with people putting out boundaries and holding them, is that they get promotions, they leave jobs and get better ones, they save their relationships in different ways in their personal lives. I mean, your life will become exponentially better once you learn to have them and to hold them. It’s truly the answer to a lot of what you’ve been looking for.

Pete Mockaitis

Exponentially better, the answer. I like it.

Abby Medcalf

Exponentially.

Pete Mockaitis

Can you give us a particular story?

Abby Medcalf

A very simple one is when you say, you decide what your communication strategy will be at work. I think that’s the place that people get the most out of whack. We know from the research that people are working about 50 minutes longer. We know that the days are stretched.

And we know this from emails and when people are answering things and all kinds of different data. But basically, you’re having a longer day, and that’s a problem.

There’s a lot. of wonderful things about remote work and how we’re doing things now that I love, like, people can see a coach or a therapist in the middle of the day, things that you normally couldn’t have done before. There’s a lot of positive things, but the negative things are that folks don’t know when to say, “That’s enough,”

So, one of the simplest things you can do is announce how people can contact you. If you call me on my phone and you got my voicemail, it says, “Don’t leave a message.” It says, “I don’t listen here. If you want to get me more directly, you have to email me and it gets in my email.” So, right there, that’s a boundary. That’s a very simple one, “I’m not going to answer.” That’s the response you’re going to get.

But if you just did something very simple, I answer my emails twice a day. I have set times. People know that. I make sure that’s out in the world when I’m doing a project with a group or whoever, I’m like, “Here’s when I look at emails, these two times a day. And if you need something more immediate, depending on who I’m working with,” it might be Slack or Teams or something else, right?

But when you start to just be clear about, “Oh, I don’t work after 6:00,” or “I don’t work after 5:00,” when you just start to be really clear, that is your first step in the boundary world. But what I have found is that when I’m thinking, like, he was a middle management that I had who was feeling very, which I think is really common, feeling really pulled. His supervisor wanted more, his subordinates wanted more, everybody wanted more of his time. And I think anyone listening knows what that feels like, that your time, everybody’s looking for it.

And he started to really do the things I was asking him to do, and the number one thing I have is a lot of scheduling. Scheduling is my favorite boundary. You know Jim Rohn, I’m sure, like the wonderful Jim Rohn. He always said, “Run the day or the day runs you,” right? Success is scheduled. And so, even that, like when you think about, “Oh, I put boundaries on my time and I’m very clear because I do not answer,” that’s the response if you go outside of that. “But I schedule in when I’m doing things.”

And so, I really got him to schedule more. I got him to, we really talked more. He was always working on something, and he had 50 projects all kind of going, and I was like, “Stop working on things and finish things. So, give yourself an hour to do whatever this thing is that you have to do, or a half hour. Set a timer, do it, and then whatever’s done is done, and then move it along to the next thing.” When you even give yourself those personal boundaries, like, “That’s it. I’m going to end at this time with whatever this is,” you’re more productive.

Anyway, we worked together for about six months, and just from scheduling and creating boundaries around his time like that, he started being a house of fire. He started being so productive. He was also just happier. He felt more in control of his day. I think that sort of took over too, but he got a very coveted position he’d been looking for about two years, after about six months of us working together where I was helping him speak more directly to a supervisor, having boundaries there, asking for what he needed.

People are afraid, “If I set a boundary I’ll get fired,” that’s what I hear the most. And I have to tell you that has not been my experience. I’ve been doing this for 40 years. I’ve been very focused on boundaries for about 15 of those 40. I have yet to have someone fired for a boundary.

Pete Mockaitis

Not once out of hundreds, thousands.

Abby Medcalf

Not once.

Pete Mockaitis

Zero.

Abby Medcalf

Literally, thousands of people I’ve worked with. I have had people, I will say this, like, have a relationship with the boss get more contentious, or a supervisor or a coworker get more contentious because of the boundaries, that’ll happen for sure. Usually, that resolves itself, but I’ve had a few instances where it doesn’t.

But what’s happened is my client has gotten to understand like, “Oh, I don’t want to be at this job. Like, I don’t want to be somewhere where I can’t have a boundary. Like, this isn’t how I want to work anymore. And because I’m not productive in these environments, I don’t feel happy. I’m not satisfied.”

And you know this better than anybody with all the work, you know, with everybody you interview. If we’re not satisfied at work, it’s so much of our lives, what are we doing? So, I’ve had people realize from setting boundaries that they had to leave their job. They had to start really seriously courting another position or getting out of the system they were in completely, which I also see as success, because at the end of the day, you’re still happier and more content.

Pete Mockaitis

Okay. Well, so let’s really dig into this statement here, “I am not responsible for whatever someone else does or thinks or says.” And it feels like, I mean, you’re the boundary expert, but, to me, this feels like the holy grail of boundaries. Because if I could really believe that, and have that deep in my bones, and to be true such that I feel a sense of peace amidst whatever reacting rage or whatever someone else is putting out there, then it feels like I’ve won the whole game. That’s my perception. Does that feel accurate, Abby?

Abby Medcalf

It’s 100% accurate. And I would say, for every human, this is the hardest thing.

Pete Mockaitis

All right. So, well, it sounds like we’re on the same page, but we’re going to really drill into this a lot. So, first, let’s see, not to play philosopher here, but let’s push the boundaries of this definition a smidge. So, let’s just say I say something to you. This is just a role play. Let’s say, “Abby, you are botching this interview and it’s terrible.”

So, let’s just say I say something kind of rude. That’s not how I really feel. So, I say that, and then you, so, let’s say you react sharply, and maybe yell at me, and then I feel bad, and I think, “Oh, boy, Abby is really upset, and I guess I probably shouldn’t have said that to her.”

So, I guess in a way here, I guess I am somewhat responsible for my own. I’m reflecting on my own actions, and saying, “Hmm, those comments I said were probably not…I probably didn’t deliver those in the ideal manner.” So, I may feel some remorse or guilt or regret associated with my behavior, although your reaction is kind of what got me there.

Abby Medcalf

It’s not justified. No, no, no, no. no.

Pete Mockaitis

What’s not justified?

Abby Medcalf

It’s not justified that I have an angry upset reaction to you criticizing me, let’s say, or what I consider criticism. This idea we all have that, “Other people make me upset, or drive me crazy, or up,” that is your choice all the time. I can sit in traffic with my husband, and because I’m from New York City, and he’s from upstate New York, we have very different ideas of what the traffic is. He gets upset, I don’t, and it’s not because of the traffic. We’re sitting in the same car in the same traffic. It is because of my beliefs about the traffic. Do you know what I’m saying?

That’s what’s getting you upset. So, that’s the same thing. It doesn’t matter what you say to me. You feel the way you think, and you are in charge of your thoughts and you have to be in charge of your thoughts, and we know this is the basis of all therapy, is cognitive behavioral therapy, is that we change how you think to change how you feel.

So, a great reframe we know, we talk about cognitive reframing, my favorite and my favorite quote probably ever that I say a lot to myself and others is, “Life is happening for me not to me.” And so, if I thought that, and you said that, I might think to myself, “Oh, I really should ask more questions before I get interviewed,” or, “Oh, what is he…?” or maybe, “Oh, my God, what if Pete’s having a bad day? I wonder if he’s okay.” There are a hundred things I could think or choose to do besides get mad at you and react. Always.

Pete Mockaitis

Yes, and likewise.

Abby Medcalf

Yes, and likewise the way you talk to me, right?

Pete Mockaitis

Right.

Abby Medcalf

But that’s the point. That’s the point.

Pete Mockaitis

And so, I guess it’s true that in this demonstration example, I had some beliefs, and I guess we’d have to do some feels, dive deep to see what they are.

Abby Medcalf

Well, I could do a little psychological work with you there, yeah.

Pete Mockaitis

In terms of, like, “Oh, if people are upset with me, it means I’ve done something wrong.” Maybe that’s a belief. It doesn’t quite sound right.

Abby Medcalf

It’s most people do. Like, that’s what you think.

Pete Mockaitis

But I’ve got a belief in the ballpark of that belief, I think, in terms of, it’s like, “If someone is upset with me, there is a chance that I have done something wrong.” And in some ways, this learning comes from, I guess, life experience in terms of, you know, often as children, we genuinely misbehave, break the rules, are naughty, according to some definition or standard or rubric, and then receive discipline from teachers or coaches or parents or whomever. And so then, we have some learnings that suggest, in fact, “If I’m being scolded or someone’s upset with me, I may have done wrong.” So, if that’s a big one inside us, how do we unpack it?

Abby Medcalf

Again, but there’s a lot of times when people are upset with us and we’ve done nothing wrong.

Pete Mockaitis

Yes, indeed.

Abby Medcalf

Because that’s the day they’re having. And I would say that’s always the case, and what the hell does wrong even mean? If I spill milk because I’m a kid, is that wrong? No, I’m learning how to pour milk. If I fall down when I’m learning to walk, is that wrong? No, I’m learning. So even that idea that we can decide what’s right or wrong, I have issue with.

So, as we’re older, really what people are afraid of is “Other people not liking me, other people rejecting or abandoning me.” This is DNA, getting thrown out of the clan stuff for millions of years ago. And this conflict avoidance, I find, has become, and I think it’s way worse since the pandemic. It’s always been an issue, but it’s a huge issue, this people-pleasing, wanting others to like us, and thinking that being nice means not having boundaries, and that it’s mean to have boundaries. And that’s the big lie that, you know, wrong, faulty belief, faulty logic that people are working from, and we have to shift that.

Pete Mockaitis

Okay. And so, how does one? So, I guess, here I’m thinking about back to our scenario. I guess for me, since I am all about sort of learning growth and all that stuff and helping people and compassion, I think my “ideal response” would be not so much an emotional one of guilt, shame, sadness, but rather a curious introspective, I was like, “Boy, Abby, really got upset there. Hmm.”

Abby Medcalf

Yeah, “What’s that about?”

Pete Mockaitis

“Might I have communicated that differently or better?” So, I’m not blaming myself, but I’m taking that input as a prompt for reflection without the shame, blame, guilt, yuckiness. And I might conclude, “Okay, next time I’m going to deliver the feedback a little bit differently, and I think that’ll serve both of us better.” And that just feels like a healthy process that feels way less yucky, but we get to the same place.

Abby Medcalf

And that’s why I say boundaries are love and walls are fear. We block people, we cut them off when we’re afraid, but boundaries really are, again, meant to keep people in. We’re trying to create a relationship with them. But I would even say that self-reflection, like, “Oh, I could have said that better,” you know, even that, I would step back even further, and sort of go, “Wow, Abby’s having quite the reaction to that. I seem to have hit a nerve.”

Yes, I could look at myself, for sure, like, be self-reflective, but I could also have compassion for Abby, like, “Wow, I wonder what’s going on there?” because again, I have a choice how I react to that information. So, “Wow, this is really a trigger for her.” If you told me I was, you know, I’m 5’9″, so I’m relatively tall for, I guess, a female. And if someone said, “You’re so short. What’s wrong? You’re so short. You should grow.” If someone said something like that to me, of course, I’d be like, “They’re crazy.” Like, I wouldn’t react to it. I wouldn’t be upset.

But if someone is saying something to me that I think is true, that’s when you get upset. If someone comments on something else, says, you know, I’m old. Maybe if they said, “Oh, she looks really old,” I might be like, “Oh, God, that hurt,” because it feels like something I’m aware of. And that’s the thing to remember, it’s always about us. If someone yelled something to me in Swahili, I don’t know what it means, so I’m not getting upset because I don’t know what they’re saying. Like, it’s really not about the words coming at us. It is about what we understand of them, what we believe about them, what we don’t believe, and that gauges our reaction to it.

If I think I’m going to lose our relationship, if I think it’s going to damage my reputation, I don’t know, like, there’s a lot of things at stake, that make that up. But you know, and you know, I don’t know, you’ve been doing this a while. Like, I get nasty comments under my YouTube videos sometimes or to my podcast or something. And I’m really, thank God, the overwhelming is positive. Really, I have that first initial, like, “Oh, God, I can’t believe someone’s complaining when I’m giving free information. They’ve got to be kidding me. Aargh!”

I’ll do that for a second and then it’s like, “Oh, this poor person. Like, who are they that they’re so mad that there was a commercial in the free, amazing content they were getting? Or that I talked in the beginning, and I introduced Pete, or whatever, you know, too long to them, ‘I had to wait two minutes till you started to get into the…’” you know.

It’s like, “Wow, this poor person, what are they doing?” And I really do feel that. I think, “Oh,” and I try to send a prayer. I never respond, and I just try to send a prayer to them. But, like, that’s a choice that I’m making all the time of how I’m viewing it. So, people do say really nasty things to me sometimes, and maybe to you sometimes, but it’s a choice. about how we respond. It’s always a choice, 100% of the time.

Pete Mockaitis

Yeah, that’s really intriguing in terms of, like, we could hear all kinds of things and some of them won’t trigger us or fluster us in the least, like, “Pete, I think your shirt is dumb.” It’s like, “Okay, whatever. I don’t know.”

Abby Medcalf

Sure. Exactly. Right?

Pete Mockaitis

And yet, there could be another context in which it’s like, “You know, Pete, I am shocked that you didn’t take the time to dress appropriately for this event. It seems like you don’t care and you’re not taking this seriously. This is very unprofessional.” And then I’d be more prone to take that personally because I’m like, “Oh, well, I do care about this, and I do care about that person, and I do care about this event. But it just didn’t occur to me that it was business casual. No one told me that.”

Abby Medcalf

But can I actually even, like, to me, that wouldn’t be wrong? Can I even give you, like, to me, the boundary, when someone’s talking to me that way is, I try to be curious and understand, I’m like, “Oh, what is it about when people aren’t dressed the way you think that has you thinking they don’t care? Because, wow, I deeply care, and I have a different idea about how I dress, conveying how I care. I feel like the care is in my words and in my showing up and in my time, for me. What is it for you? Tell me more. Like, what other ways do you not feel heard or seen? Or what other ways do you feel like people don’t care?”

I would want to really want to have a conversation about that, and that’s a boundary I have that I want to lean in to conversations. So, if you have somebody at work who’s really upset with you, let’s say, or is acting nasty to you for some reason, you know how that can be, like for no apparent reason, and, really, it’s incredible, and I’ve had people practice this. I’m telling you it works, is to stop and say something.

Go like, “Are we okay?” But not angrily, with the compassion and the curiosity. “Are we okay? You seem real mad at me.” And I do it in meeting, I do it all the time, and I actually can think. I’m working with a group of vice presidents right now, and the one guy does not like me. He just doesn’t like me. You know, not everybody likes you. He doesn’t like that I’m there. He thinks they’re paying me way too much money. He thinks it’s a waste of time, and he subtly tries to undermine sometimes.

And so, in the meeting, I’ll just, and again, not in a… I’m just like, “You know, I’m not sure what to do. It feels like there’s a lot of anger coming towards me. I’m not sure how to make this work with how angry you are.” And he started to say, the first time I did it, he was like, “I’m not angry. I’m just trying to make a point.” And he, you know, as people do sometimes. And I said, “Okay. Well, how do you feel like we’re connected right now? Do you really like what I’m saying? On a scale of one to six…” one to six is my favorite, by the way, for feedback, because people, there’s no middle, so they have to give you one side or the other.

I said, “On a scale of one to six, six, I’m doing an amazing job, you’re so happy to be here, you love what’s going on, and, one, you think I suck and this meeting sucks, where would you put it?” And he hemmed and hawed for a while, and I pushed and pushed, and finally he said, “Well, I guess a two.” And I said, “Oh, all right. So maybe I’m picking up on that two energy. Maybe you’re not mad. Maybe I’m probably,” I’m saying an emotion, “What are you feeling? Like, what is happening? How can we move forward?” And you start being curious and asking questions and naming what’s going on.

And I’m telling you, when you have those kinds of boundaries, I have a boundary that people, I don’t allow people, I don’t allow the thing to go unsaid. I’m going to say the thing. If someone’s mad or angry or passive-aggressive, I’m going to address it, that’s a boundary I have. I will not sit in the lie. To me, it’s sitting in a lie. But I also am a kind, compassionate person. So, I’m not going to be like, “What the F is wrong with you?”

Pete Mockaitis

“What’s your problem, dude?”

Abby Medcalf

Yeah, “What’s your problem, Bob?”

Pete Mockaitis

“Stop being a jerk.”

Abby Medcalf

Exactly. And I always say, “Would you rather be correct or effective because you can’t be both?” So, if you want to be correct all day and call him a jerk, God bless and good luck with that. But I want to be effective. So, I’m going to ask questions, I’m going to ask collaborative questions, “Could you tell me more about…?” is probably my favorite question whenever we’re dealing with just communication and boundaries, and trying to get to what is,“Could you tell me more about that? Like, what does that mean to you? Could you tell me more?”

And when people start to give you those answers, we start to connect. When we show an interest in where people are, instead of trying to drag them where we are, I go to where they are. I try to understand, go in trying to learn something, not prove something, that old adage, you know. So here I am in that meeting trying to learn something, I’m not trying to prove to Bob that he should like me and how we are. I’m trying to try to learn something, like, “How does Bob tick? And what exact…?”

Sometimes, Bob doesn’t like that I’m female. I can’t do much about that, right? You know, like he doesn’t like maybe, you know, I’ve had that. They don’t like a woman telling them what to do. I’m Jewish and I’m very out about that. Some people hate Jews, you know, it happens. And so, there’s not much there, but I can still try to figure out a way that there might be a way to connect, and sometimes there’s not, but that’s what I’m going to do.

Because no matter what he’s doing, I’m not going to change my boundaries, that I’m a kind, compassionate person who’s curious and asks questions. And that’s the big mistake people make. If someone’s mean to them, they slam the door and they change their boundary. And if someone’s nice to them, then they collapse the boundary. You don’t want to do that. You don’t want to change your boundaries depending on what other people are doing.

Pete Mockaitis

I got you. And, Abby, I’m curious, I think some listeners right now is like, “Wow, Abby’s like a super, super woman, super woman, wonder woman. I want to be like her.” Tell me, have you always been like this or did you have any transformational aha moments that shifted you into this spot?

Abby Medcalf

Yeah, many. I think I’ve had many transformational aha moments. Some of it is just getting older, and I will say that. I don’t know, my 30-year-old self, who’s trying to prove herself in businesses and with these executives and all that, I didn’t feel the confidence I feel now, obviously, you know, at 60, that I did at 30. That’s different. But there is a space. I mean, I think in some ways I’m lucky. You know, I’m a recovering drug addict, which I talk about a lot. I’m a recovering heroin addict.

And one of the things you learn as you’re getting clean is that you’ve got to start being honest. You have to start saying the thing. And what I found over time, through my own therapy and coaching, I’ve done all the things, I’ve walked on hot coals with Anthony Robbins back in 1980.

Pete Mockaitis

I did that, too.

Abby Medcalf

1986, yeah. You know I’ve done EST with Warren Erhard and, you know, Life Spring, yeah. I’ve done them all. And I was on a path to try to figure out how to be more authentic, and how to speak the truth. And what I found is that I just really want to connect with people.

When you’re in counseling school, they teach you that every interaction should be therapeutic. Every interaction is a chance to be a therapeutic interaction, and that’s how I like, even if I’m at the checkout line at the grocery store, that’s how I like to think about it. Like, this could be, you know, I say hi, I make eye contact. I say, “How’s your day going?” I connect.

Because every time, it’s an opportunity to be authentically connected to people, and the more you practice it, the better you get. And the more you realize that you can tell people the truth from a loving heart, again, not trying, you got to follow the rules. Do you want to be correct or effective? You’re trying to learn something, not prove something, right? You have to go in curious. If you don’t go in curious, people pick up.

One of my favorite bits of research is from Timothy Wilson. It’s in one of my favorite books called Strangers to Ourselves, but he’s a very famous sociologist. Malcolm Gladwell loves him, so now he’s been getting some good press through him. But one of the best pieces of research I ever read was his, and it’s that our conscious brains process information at a rate of 40 bits per second, while our subconscious brains, or what we psychologists call your unconscious, our unconscious brains process information at a rate of 11 million bits per second. So, people don’t hear what you say, they hear what you mean.

So, if I’m in that meeting, and I know that Bob hates me, and I’m not saying anything, and I’m just getting frustrated and irritated, even if all my language is, “Well, Bob, please, I’d really love to hear what you have to say,” and I’m doing that, Bob knows I’m full of crap. Just like every single person listening knows that someone has said something to them at work, and they were saying all the right things, and in your head you’re like, “This person is full of it. I don’t believe a thing they’re saying.”

And you can’t say why, you just know. It’s the 11 million bits. So, that is always at work, and I know it’s always at work, so I am working hard to align that 40 and that 11. Do you know what I’m saying? That’s what I’m doing.

Pete Mockaitis

And so then, you’re just saying it’s like, “Hey, Bob, you seem really angry about this. What’s going on?” And then they’re…

Abby Medcalf

“What’s going on? Like, what is it? Are you okay? Are you afraid of change? Like, let’s talk about it. Are you worried about losing your job? Like, what’s the fear? Let’s get there so we can talk about that for real.” And I will tell you, people start to say, “Oh, well, people like you have come in before, and next thing I know, Jane gets fired.” And it’s like, “Oh.” They’ll tell you.

When you start asking, people will tell you, not directly, but they’ll tell you. And then we can talk about that, it’s like, “Oh, do you feel some firing is going to happen? Is that what you’re thinking I’m here for maybe?” And people will get real. They’ll say, “Well, what else are you doing?” “Like, do you want to ask me some questions about what I’m doing? Maybe I haven’t been clear up front. Or maybe I was clear, but your fears overrode the clarity, so let’s do it again. What do you need to hear from me to feel better? What could I say?”

One of my favorite questions to ask is, “If there’s one thing I could say to you right now that would help you have faith in this process, what would it be?” And I’m like, “If I was going to give you a million dollars, Bob, I know you, you’re like, ‘I don’t know’” I’m like, “No, if I was going to give you a million bucks, come on, what would it be? Could anyone else here tell me? If you were to have more faith in this process, what would it be?” That’s a conversation you want to have. That’s team building. That’s coming together. That’s connection.

Pete Mockaitis

Well, so, Abby, what I love is that, like, fundamentally, this takes a grounding of courage, belief, self-confidence, because, I mean, you probably hear about some hardcore stuff, like, “That you won’t take a penny of fees from us until you get all, deliver all the promised results?” I don’t know, like, you’ll probably hear some hardcore stuff, and you’re ready for it.

Abby Medcalf

I do. I am.

Pete Mockaitis

So, tell me, when it comes to beliefs, let’s say we’ve zeroed in on some beliefs associated with, “I need to please people. If people don’t like me, there’s something wrong with me. I’m going to be rejected.” So, let’s say we’ve zeroed in on a belief. We know it’s there. Now what?

Abby Medcalf

Now what? Well, now you do some therapy. No, I’m just kidding. So, now, your job is to practice it. So, you have self-awareness. I speak a lot on my podcast and on my website, I have a lot of free stuff about this, about being more mindful. And when I started doing mindfulness, we called it attention training it’s learning to train your attention. When you’re mindful and in a moment, you can notice what you’re doing and what’s happening.

So that’s the first thing is you have to get more mindful and be in your moment. You have to practice that more. So, you can do something simple like setting a reminder on your phone for three times a day, and when it goes off, anytime you want, 9:00 a.m., 2:00 in the afternoon, and 8:00 at night. I don’t care. And when it goes off, all you do is just check in and notice how you were feeling. And good and fine are not feelings. Okay is not a feeling.

It’s, like, to truly identify, people kind of suck at how they feel. So, to really think like, “Oh, yeah, I’m in the meeting, I’m a little anxious. I kind of want to say something but I’m afraid people will laugh or…” whatever. You’ll start to notice what your thoughts and feelings are. This is step one. And, by the way, mindfulness is different than self-awareness.

Self-awareness is judgmental. Like, I’m very controlling, I’m very self-aware of that, and so I judge that, right? I don’t want to be as controlling. Mindfulness is noticing what you’re thinking or doing in a moment without judgment, with no judgment. That’s the difference. And so, I’m self-aware that I’m controlling, but sometimes I’m not mindful that I’m doing it. it. Does that make sense? I just want to be clear.

Like, I hear a lot of people say, “Oh, I’m very self-aware.” It’s like, “Nah, you’re mixing them up.” And by the way, Tasha Eurich has done a lot of research on self-awareness, something like 85% of people say they’re self-aware, but her number from her research is 10 to 15% are actually self-aware. So just for the record, people think they are and they’re not.

But beyond that, I would say start with mindfulness so that you can notice that, “I’m going into a meeting with Bob, and I know he doesn’t like me, and knowing that I’m going to react to that.” Do you know what I’m saying? Like, I’m noticing I’m feeling anxious about going in the meeting because then I could use some tools to calm my nervous system around that, “It’s okay. Bob is not scary. Bob might not like what I say. I’m okay. Life is happening for me, not to me. Whatever’s happening, as long as I’m coming from a true heart, then it’s going to be okay. Everything is figure-out-able. Everything works out.”

Whatever your mantra is, I don’t care what it is, but have something there that helps to calm you, whatever that is. For me, it’s doing some deep breaths, getting my vagus nerve activated. I have to do that before I go to meetings with these guys. I’m usually in a room with a bunch of men, and there’s a lot of agitation, and I’m often called in because someone’s not doing the right thing so they’re feeling very defensive. So, it’s often a hot room to walk into.

And I’m not immune from people being upset so I have to take a moment, and be like, “I’m here for their greater good. I’m here for the company’s greater good. I’m here for my greater good to connect, to learn, to be better at what I do, to inspire, to motivate. Like, I’m here and I’m going to be fully present. That’s what I’m going to bring.”

Like that, when you go in with your, I call it your calibration with your energy intact, that’s the point of bringing other people towards you, instead of you calibrating to them. I hear that a lot. I’ll hear like, “Well, I was in a good mood, and then I got to work and my boss was miserable, so then I was miserable. He was making me miserable.”

I’m like, “Oh, no, no, no, no. First of all, why do we always assume the bad mood wins? Like, where’s that from? Why does the bad mood win? Why doesn’t your good, huge, amazing, inspired mood win? Because it can, but you have to decide about that. You have to go in with that intact.”

So, when I’m walking in that meeting, I’m intact, and sometimes I just say something right away. I’ll just lead the meeting maybe, and I encourage everyone who has to sit in a meeting to take a minute right before, and just ask everybody, like, “Can we all say what our intention is for this meeting?

And so sometimes that person who talks too much maybe can say, “Hey, well, my intention is to listen more. My supervisor’s been telling me I should listen more. So, all right, my intention is to listen more. My intention is that everyone feels heard and leaves this room feeling like they got seen or something.” Whatever it is, I don’t care.

But when you do that, it brings the energy into the room and it’s very present-focused as opposed to outside the room. Does that make sense? And just doing that will help you do this thing where you can talk to people honestly because you’re starting honest. You’re starting with everybody leaning in.

Pete Mockaitis
Understood. Well, Abby, we’re having a lot of fun, covering a lot of stuff. Tell me, anything else you really want to make sure to mention before we hear about your favorite things?

Abby Medcalf

I would say don’t waffle on your boundaries ever. Make sure that you say the same thing over and over. Like, if you say no to somebody, don’t justify, don’t explain. I’m sure people have heard no is a complete sentence. So, when you start to justify or explain, you get into trouble because people will start to have something to push back against, and you just say no.

And make that, if they ask again, say the exact same thing again, “Yeah, I can’t come to the meeting on Friday.” “Well, why not? What’s more important? What are you doing?” “Like I said, I can’t come on Friday.” “Well, what are you doing?” “Like I said, I can’t come on Friday.” Do you see that? Same, over and over and over, like a mantra. Don’t get into it, “I’m just letting you know I can’t come on Friday.” Don’t get mad. Don’t get upset. Don’t take it personally but use that as a thing over and over. So, that’s, I think, what I really want people to hear.

Pete Mockaitis

All right. Well, now, could you share with us a favorite book?

Abby Medcalf

Oh, well, I named my son Max after Maxwell Maltz, so Psycho-Cybernetics is the book that definitely changed my life.

Pete Mockaitis

And a favorite tool, something you use to be awesome at your job?

Abby Medcalf

It’s the scheduling. I don’t have to-do lists, and I put everything in a schedule. Everything. Phone calls, everything I’m doing goes in a schedule, and that has changed my life and the lives of all the people I work with. And, by the way, this is especially good for people with ADHD. I do work with a large company here with their employees who have ADHD, and scheduling and not having to-do lists and not having stickies is the way to go.

Pete Mockaitis

All right. And is there a key nugget you share that really seems to connect and resonate with folks; they quote it back to you often?

Abby Medcalf

“Don’t sac in your relationships.” Don’t S-A-C. Don’t offer suggestions, give advice, or criticize. Instead, be curious and ask questions. So, try to get through a whole conversation without making a statement, and just asking questions to really deepen a conversation. It’s a game-changer.

Pete Mockaitis

All right. And if folks want to learn more or get in touch, where would you point them?

Abby Medcalf

Just to my website AbbyMedcalf.com. Everything is there, and social, and all my things. Everything is there. And I’m sure you’ll link to it in the show notes, so that’s the place.

Pete Mockaitis
Oh, yes. And do you have a final challenge or call to action for folks looking to be awesome at their jobs?

Abby Medcalf

Yeah, I really want you to have a morning practice where you put yourself, before you look at your phone, before you do anything else, before you touch a piece of electronics, that you have some, even if it’s two minutes, some practice where you start with yourself, where you come first, not what everybody else wants, but what you need. So, anything that fills that space.

15 minutes is my goal with all my clients, but I will take two minutes to start, where you just stop, you take a breath, you set intention, you start with that, and then maybe you move into meditations, or visualizations, or journaling, or whatever else, or prayer, I don’t care, but start with something that puts you first and keeps that momentum in a positive place right from the get-go.

Pete Mockaitis

All right, Abby, thank you. This is lovely. Thank you.

Abby Medcalf

Thanks for having me. It was great being here.