Speaker 1: Hey, hey, hey, I'm that.
Speaker 2: Listen with something for you, you.
Speaker 1: You and you to think about. I want to talk
Speaker 1: about workplace conflicts.
Speaker 3: Let me say it again, because it's happening everywhere, everywhere, everywhere,
Speaker 3: conflict in the workplace.
Speaker 2: The biggest issue is the people.
Speaker 1: Let's talk about it. I've talked about a little bit on.
Speaker 2: My podcast, where we've all heard don't take your work home,
Speaker 2: don't do it, don't take your work home. But we
Speaker 2: never hear about.
Speaker 1: Not taking your issues to work. We never hear that because.
Speaker 2: People can get away from everyone and everything, but never self.
Speaker 2: So wherever people go, so does their drama. So does
Speaker 2: their drama. And that is the issue. That's the biggest issue,
Speaker 2: because so many people in the workplace are unhealed, unhealed individuals,
Speaker 2: so many from the top down. I cannot even begin
Speaker 2: to tell you the things I've experienced. Oh my goodness,
Speaker 2: the things I witnessed in the workplace just awful. I
Speaker 2: remember a psychiatrist killed himself. I had a coworker who
Speaker 2: killed his wife. I've had to deal with countless suicides
Speaker 2: and suicide attempts, homicide, sexual assaults, sexual harassment, discrimination on
Speaker 2: all levels, stealing, I mean.
Speaker 1: Just.
Speaker 2: Countless, countless amount of things. Because the workplace is full
Speaker 2: of hearts and minds. That's the bottom line. That is
Speaker 2: where it stems from. And you know what, it starts
Speaker 2: from the top. If you have a person in charge,
Speaker 2: I'm talking about the whole agency, organization, unit, whatever.
Speaker 1: I don't care if you military, civilian, or whatever.
Speaker 2: If you have the person, the top dog that's in charge,
Speaker 2: who is unhinged, who is.
Speaker 1: A person of unhealed hearts.
Speaker 2: In my heart and mind that if you have that
Speaker 2: person in charge, I promise you on everything.
Speaker 1: Is trickling down. It's trickling down.
Speaker 2: I've never been to a workplace where everything is peace
Speaker 2: and harmony. I'm sure some exist somewhere, but I've never
Speaker 2: been a part of one.
Speaker 1: Never, ever, ever.
Speaker 2: Have I been to a workplace where there's peace and
Speaker 2: harmony throughout. I'm sure there are some, but they are rare.
Speaker 2: They're rare, absolutely rare. People lead according to who they are.
Speaker 2: Employees contribute according to who they are. You know, when
Speaker 2: they were talking about remote and telework and people having
Speaker 2: to come back into the office and things like that,
Speaker 2: and people were saying, oh, those people don't they don't
Speaker 2: work from home.
Speaker 1: Anyways, that's a lie. That's a lie. That's people talking
Speaker 1: that don't know what they're talking about. Now, granted, yes
Speaker 1: you do have people who were slacking.
Speaker 2: At home, but they were also in individuals who slacked
Speaker 2: at work when they were working in the office.
Speaker 1: That's just who they are. So who do that fall on?
Speaker 2: There shouldn't be mass punishment that falls on the supervisors.
Speaker 2: That falls on the leaders who allow slackers to slack
Speaker 2: at home, just like those are the same leaders who
Speaker 2: allow people to slack in the office. I know, I've
Speaker 2: seen it. I've seen it.
Speaker 1: For years and years and years.
Speaker 2: I've been the one who hear all the complaints, and
Speaker 2: I've been in positions where I see firsthand what's going on.
Speaker 2: I'm telling you, workplaces are filled to the brim with
Speaker 2: people who are That's why bosses, you know, they they
Speaker 2: themselves discriminate, They stereotype, they show prejudices, they lie, they still,
Speaker 2: they cheat, they commit sexual assaults and sexual harassment.
Speaker 1: Though bosses, the.
Speaker 2: Leaders, I mean, the top dogs, and then those underneath them,
Speaker 2: the leaders and the supervisors, they do.
Speaker 1: All of the dirt, all of the dirt because they
Speaker 1: are of unheal hearts. And minds. And then you have
Speaker 1: the employees.
Speaker 2: Every turn, Oh, this person dies that, this person did that,
Speaker 2: this person did this, this person, I mean, just complain
Speaker 2: about everything and everyone because they're so broken you can't
Speaker 2: even look at them, or they want to say you've
Speaker 2: done something to them.
Speaker 1: Just so sensitive.
Speaker 2: Heaven forbid, don't say call a group of women ladies,
Speaker 2: or a group of guy guy guys, men, hey guys,
Speaker 2: a group of guys, hey guys.
Speaker 1: Oh my gosh.
Speaker 2: People are so sensitive and they so offended about the
Speaker 2: slightest minute liddle thing because they are of unhealed hearts
Speaker 2: and minds. So that's why you have all of the
Speaker 2: conflict in workplaces. People don't know how to communicate. They
Speaker 2: don't know how to communicate. You have the leaders. Some
Speaker 2: leaders hide away because.
Speaker 1: They are so into themselves. They don't know they have poor.
Speaker 2: Social skills, so they hide away as their agencies are
Speaker 2: running a month. I'm telling you what I know. Yet
Speaker 2: you have these people in high positions. You have these
Speaker 2: people in high positions, their leaders, their supervisors, and they
Speaker 2: don't even know how to lead. Some of them are
Speaker 2: afraid of their employees. They are afraid to lead. As
Speaker 2: supervisors they're afraid to lead. Many don't know how to lead.
Speaker 2: They don't know how to communicate. They don't know how
Speaker 2: to separate friendship from professionalism.
Speaker 1: They don't know how not to be.
Speaker 2: To be individuals who show nepotism and favoritism, they don't
Speaker 2: know how not to be those people because they broken.
Speaker 2: They are broken individuals. This may sound cruel, and I'm
Speaker 2: not trying to sound cruel.
Speaker 1: I'm telling you what I know for a fact. See
Speaker 1: it every day. Some days I'm like I go in.
Speaker 2: My office, I'm like, Lord, have mercy, Jesus, give me strength.
Speaker 2: Because people complain about the most ridiculous things, just like babies,
Speaker 2: about any and everything, because people don't realize how broken
Speaker 2: they are.
Speaker 1: You have those employees who let.
Speaker 2: People just use and abuse them and they won't say anything.
Speaker 1: It's because they're broken.
Speaker 2: You have employees who allow sexual assault and sexual harassment
Speaker 2: and they won't say anything.
Speaker 1: Because they're broken.
Speaker 2: They don't understand the person who's doing those things to
Speaker 2: them are broken to Then you have those who allow
Speaker 2: sexual rasping and things of that nature. They go along
Speaker 2: with it because they're trying to get something out of it.
Speaker 2: Broken any boss, any leader who sexually assaults or sexually
Speaker 2: ungrass their employee broken broken broken. Any boss or leader
Speaker 2: who allow disrespect and discrimination, they are broken. And they
Speaker 2: are ones who cause hostility in the workplace. It causes hostility.
Speaker 2: When you show favoritism for whatever reason, it shows hostility.
Speaker 2: It causes hostility when you hire people through depotism, because
Speaker 2: everybody else sees it. They know when you bring someone
Speaker 2: into the ages who is a family member, friend of
Speaker 2: the family friend, it causes hostility. But people just don't
Speaker 2: get it. Seriously, people just don't get it. And when
Speaker 2: you when you hire based on nepotism and favoritism, I'm
Speaker 2: telling you it shows because people don't know what they're doing.
Speaker 1: People go alone.
Speaker 2: Just to have the job. People go along just to
Speaker 2: make the money, but they don't know what they're doing
Speaker 2: in those positions. It's horrible. I remember when they were
Speaker 2: talking about DI they thought it meant black people.
Speaker 1: It was hilarious.
Speaker 2: It was hilarious that people thought DEI meant black people.
Speaker 2: That owns the ignorance, and many people got on board.
Speaker 2: They got on the negativity train. Believe in it because
Speaker 2: that is ignorance, and that is how weak minded unhealed
Speaker 2: people do they.
Speaker 1: Just go alone, They don't research for themselves. The I
Speaker 1: had nothing to do with being black. Let me ask you.
Speaker 2: This question, when have you ever known or what agency
Speaker 2: have you ever known who hired people just because they
Speaker 2: were black. I'm waiting what agency ever gave black people jobs.
Speaker 1: Just because they were black?
Speaker 2: I mean, I'm not talking about lower level jobs. I'm
Speaker 2: talking about senior level jobs just because they were black.
Speaker 1: Not a one, not one.
Speaker 2: Many of these agencies you go in, the high ranking
Speaker 2: people predominantly are white, white males. You have a sprinkle
Speaker 2: of blacks, just a sprinkle, not even a sprinkle here
Speaker 2: and there, but it's predominantly white males. You have a
Speaker 2: few white females and very little blacks. Some agencies have
Speaker 2: no blacks at the top. None.
Speaker 1: Tell me that's not.
Speaker 2: Individuals of unhealed hearts and minds to even have an
Speaker 2: agency that don't have diversity. Unhealed hearts and minds. People
Speaker 2: don't know how to communicate in workplace.
Speaker 1: At all. They think they can talk.
Speaker 2: To you any kind of way because they're the boss,
Speaker 2: or because they are a certain grade or rank.
Speaker 1: They think they have privilege to talk to you any
Speaker 1: kind of way. No, you don't.
Speaker 2: If you want respect, you must be respectful.
Speaker 1: Nobody is gonna.
Speaker 2: Respect the person who's disrespecting everyone. It doesn't work that way,
Speaker 2: but some people seem to think so because they're broken.
Speaker 2: And one thing that I hate in the workplace, and
Speaker 2: I know I shouldn't use that word, but I.
Speaker 1: Do, is when a person.
Speaker 2: A leader, have labeled a person, have stereotyped a person,
Speaker 2: and then say, for instant, somebody new come in, a
Speaker 2: new leader come in, and they do the same thing
Speaker 2: to that person just because they were told something negative
Speaker 2: about that person. Then everybody else fall in line and
Speaker 2: treat that person bad because someone else said something negative
Speaker 2: about the person, not even understanding that the person didn't
Speaker 2: have to do anything. It could have been the leader
Speaker 2: who just didn't like that person because they don't like themselves.
Speaker 1: But people don't look at it. They just go alone.
Speaker 2: And don't understand, or they totally dismissed the effects that
Speaker 2: they're having on the individual.
Speaker 1: They don't even think about that.
Speaker 2: They just throw the fiery darks because everybody else threw
Speaker 2: the fiery darks.
Speaker 1: I see that all the time.
Speaker 2: It's awful, but that shows you how many of these
Speaker 2: agencies have these leaders who are unhealed hearts and minds.
Speaker 2: Don't get me wrong, the employees do it too, But.
Speaker 1: Who's in charge? Leaders? Leaders are in charge.
Speaker 2: Some leaders can hold water on a rainy day.
Speaker 1: They cannot hold water.
Speaker 2: They tell everything except the dirt that they're doing.
Speaker 1: They're not gonna tell that. But if you go to
Speaker 1: them with something, they're gonna tell it.
Speaker 2: They gonna tell somebody, and somebody gonna tell somebody else,
Speaker 2: and so forth. How can you trust a leader who's
Speaker 2: gonna who's gonna have die reheal at the mouth, How
Speaker 2: can you trust him or her?
Speaker 1: You can't. You can't.
Speaker 2: But people do this and and again, not just leaders,
Speaker 2: employees do it too. But leaders are the ones who's
Speaker 2: supposed to set the standards for the workplace. They supposed
Speaker 2: to lead by example. They don't supposed to follow the cloud.
Speaker 2: They supposed to stand out, but most workplaces they don't.
Speaker 1: They wanna be respected.
Speaker 2: They want to walk around like they you know, of
Speaker 2: such great status. You know, they want to walk in it,
Speaker 2: or they want to own it. Let me say it
Speaker 2: like that. They want to own it, but they don't
Speaker 2: walk in it.
Speaker 1: A lot of them don't. I've talked to leaders and
Speaker 1: I'm telling.
Speaker 2: You it baffles me that they are leading anyone because
Speaker 2: they're so cruelharded. They see the stuff going on in
Speaker 2: that agency, but because they're so high up.
Speaker 1: They don't care.
Speaker 2: That's why it's so much corruption and conflict. There's no cohesiveness,
Speaker 2: low morale because the leaders themselves are broken people. That's
Speaker 2: why there's conflict in the workplace. And then you have
Speaker 2: the employees. A good leader when you see a bad employee,
Speaker 2: a good leader.
Speaker 1: Will do the right thing. They will talk to that employee.
Speaker 2: But now leaders are afraid to talk to their employees.
Speaker 1: They're afraid of or they're gonna find a complaint. Won't
Speaker 1: let them.
Speaker 2: If you don't do nothing wrong, you'll be fine. But
Speaker 2: that should be ordered in these agencies. But a lot
Speaker 2: of agencies there are not.
Speaker 1: I mean when I tell you, people are treated horrible
Speaker 1: in these agencies.
Speaker 2: Within the federal government and the military. And I've been
Speaker 2: a part of both. I'm not lying to you, and
Speaker 2: I'm not here trying to poke you know, the bear
Speaker 2: or anything like that. I'm just telling you fact.
Speaker 1: And the only way work.
Speaker 2: Places are all over the world will become better is
Speaker 2: when people become better. People have to want to change.
Speaker 2: People have to want to be better, People have to
Speaker 2: want to be a better mindset.
Speaker 1: They have to stop.
Speaker 2: Doing wrong when you know you know, you know it's wrong.
Speaker 2: Stop doing the wrong things when you know it's wrong.
Speaker 2: You know it's wrong as a leader to have a
Speaker 2: sexual relationship with your employee. You know, as a leader
Speaker 2: is wrong to sexual assault. You know it's wrong to
Speaker 2: sexually harass. You know it's wrong to show favoritism. You
Speaker 2: know it's wrong to high on nepotism. You know it's
Speaker 2: wrong to have terrible hind practices, prohibited hind practices that
Speaker 2: you try to justify.
Speaker 1: You know what's wrong when you tell people's business.
Speaker 2: You know what's wrong when you see a problem and
Speaker 2: you do nothing about it.
Speaker 1: All I'm saying is, I.
Speaker 2: Know the workplace is full of broken people who are employees.
Speaker 1: I know it. But the main character in this is the.
Speaker 2: Leaders, because they're the ones who supposed to make the
Speaker 2: workplace safe. They're the ones who's supposed to make the
Speaker 2: workplace free of discrimination and free of.
Speaker 1: Conflict and sexual harassment and all of that.
Speaker 2: But how can they do that when they're so broken
Speaker 2: and they allow things to happen on their watch under
Speaker 2: their umbrella. People have to get themselves together because the
Speaker 2: leaders are the problem. Point blank, the leaders are the problem.
Speaker 1: The leaders are the problem.
Speaker 2: I believe that every agency should have a team of facilitators,
Speaker 2: not mediators, which mediation is fine.
Speaker 1: I love mediation, but.
Speaker 2: I am a avid believer in facilitation agencies.
Speaker 1: Every agency should have.
Speaker 2: Two at least two I mean two facilitators at least
Speaker 2: two who can do facilitations within their agencies to eliminate
Speaker 2: having to have media and having to have a lot
Speaker 2: of backed up EEO cases and EO cases. They need
Speaker 2: facilitators every agency. So when there's a conflict, you bring
Speaker 2: the people who are in conflict into the room and
Speaker 2: help them work out their conflicts of communication, because that's
Speaker 2: all of these communication communication.
Speaker 1: People are broken, don't get me wrong.
Speaker 2: Broken people don't know how to effectively communicate. So bring
Speaker 2: them in the room and let each person see who
Speaker 2: they are in the eyes of the other person.
Speaker 1: Bring it to the table. I believe in that, but
Speaker 1: agencies have it. So if you need a facilitator, contact me.
Speaker 2: I'll come, for sure, I will come and facilitate for you. Seriously, though,
Speaker 2: people need facilitators in their agencies. It will help out
Speaker 2: a lot. It will help out a lot when they
Speaker 2: know that. And also you have to set it up
Speaker 2: where people can't abuse the system, because some people will
Speaker 2: abuse it. Every time you look around, they think it's
Speaker 2: a counseling session. So you have to set it up properly.
Speaker 2: I fought the leaders most of all. Most of all,
Speaker 2: yes I do. I fought the leaders most of all.
Speaker 2: But second to that, I fought the employees because people
Speaker 2: bringing all.
Speaker 1: Their issues to work.
Speaker 2: I remember this one particular person used to come to
Speaker 2: work every day. It was something about her child, her husband.
Speaker 1: Every day.
Speaker 2: Nobody wants to hear your problems, no one, but every
Speaker 2: day we had to listen to her issues.
Speaker 1: Brokenness. That's the problem.
Speaker 2: That's the real problem in workplaces all around the world. Brokenness,
Speaker 2: unhealed hearts and minds bringing all of their myths.
Speaker 1: Into the workplace, projecting it. That's it. That's all I'm saying.
Speaker 1: I'm leaving it right there.
Speaker 2: Much much love to each and every one of you,
Speaker 2: Please share, thank you for listening in every episode the
Speaker 2: same and I hope I really
Speaker 1: Really do that you do it, think on it,