WEBVTT

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<v Speaker 1>Welcome to Backing Your Leadership.

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<v Speaker 2>I'm Chris and I'm Lorenzo.

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<v Speaker 1>And Lorenzo. On this episode, we are finishing up the

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<v Speaker 1>series we've been doing for the last five weeks on

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<v Speaker 1>kind of going through the backlog of listener questions that

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<v Speaker 1>have been suggested to us, just kind of things that

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<v Speaker 1>never made it to the front because there were other

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<v Speaker 1>things to talk about that were that were important. We've

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<v Speaker 1>had a lot of great conversations over the last five

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<v Speaker 1>weeks talking about this stuff, and on today's episode, there's

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<v Speaker 1>there's one question left that I want to go over

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<v Speaker 1>because I think it is I think it's important, especially

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<v Speaker 1>as a person moves up in their leadership career. I

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<v Speaker 1>think this is this is more likely to be a

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<v Speaker 1>problem when a person is further along in their career

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<v Speaker 1>than when a person is just starting out. The question

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<v Speaker 1>came from a listener who says that basically they have

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<v Speaker 1>a tough time with the amount of digital communication that

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<v Speaker 1>is being asked of them. That they're they're used to

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<v Speaker 1>talking to people in person, whether it be over a

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<v Speaker 1>video call or you know, actually a conversation in person,

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<v Speaker 1>and they've moved into a leadership role and now so

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<v Speaker 1>much more of their communication is done via email or

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<v Speaker 1>Slack or message, you know, whatever the cert whatever the

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<v Speaker 1>the app is, that is the app of the day,

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<v Speaker 1>all these different things, and they they find themselves feeling

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<v Speaker 1>like they're being miss misinterpreted, or that people are uh

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<v Speaker 1>are are not. They're having a problem with what they're

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<v Speaker 1>saying over those those apps or those messages because they

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<v Speaker 1>feel like their their intention is being lost in the

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<v Speaker 1>in the context. And I think it's a real concern

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<v Speaker 1>for a lot of people. And I know people over

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<v Speaker 1>the years who have virtually stopped communicating digitally and we'll

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<v Speaker 1>just pick up the phone and call people because they

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<v Speaker 1>just don't want this to happen. I don't think that's

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<v Speaker 1>necessarily solution in the age that we're in. You have

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<v Speaker 1>to be able to use these tools effectively, but but

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<v Speaker 1>it can come back to bite you if you don't

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<v Speaker 1>use them correctly.

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<v Speaker 3>Yeah, it's a real thing. I've gotten caught up in

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<v Speaker 3>it myself sometimes, and then I've I've been in situations

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<v Speaker 3>where you know, maybe I've responded to something, you know,

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<v Speaker 3>via text message or email or something, and then I immediately

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<v Speaker 3>get a phone call from someone and they're just like

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<v Speaker 3>they're just like, oh, hey, you know, and it's like,

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<v Speaker 3>oh no, no, it's not even what I meant, you know.

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<v Speaker 3>What I mean, like, it definitely is I think the

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<v Speaker 3>speed of which things happen this day and age, and

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<v Speaker 3>the speed of which decisions happen, because I really think

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<v Speaker 3>a lot about this, like what is the difference over

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<v Speaker 3>the last couple of decades when it comes to.

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<v Speaker 2>How we communicate?

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<v Speaker 3>And why do we have so many different platforms and

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<v Speaker 3>ways and you know, things that overlap themselves. I can

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<v Speaker 3>send the same digital message via seven different ways, you know.

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<v Speaker 2>Uh, And it's like why, Well, I think a big

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<v Speaker 2>part of that.

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<v Speaker 3>Is because so many decisions are happening in the speed

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<v Speaker 3>to make the decisions has changed quite a bit over

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<v Speaker 3>the decades. And I think that's that's something that is

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<v Speaker 3>not going to go away anytime soon. And I think,

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<v Speaker 3>you know, the best, you know, the best potential outcome

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<v Speaker 3>is that we have less things to use. Everybody aligns

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<v Speaker 3>on the same communication vehicles because then it's much easier

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<v Speaker 3>to manage. But it doesn't change the fact that this

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<v Speaker 3>skill and this capability and this understanding of how to

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<v Speaker 3>how to send digital communication is going to be critical

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<v Speaker 3>and there's a lot of things that are being done

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<v Speaker 3>now in technology day even help to craft messaging. And

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<v Speaker 3>then there are things that you've even seen generationally, and

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<v Speaker 3>I'm an example of one of those things, which I

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<v Speaker 3>saw the other day was like how different you know,

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<v Speaker 3>how how different generations you know, communicate via digital And

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<v Speaker 3>one of the things that they say, like millennials do

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<v Speaker 3>and I'm guilty of this, is they type L O

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<v Speaker 3>L on everything. Right, It's just a it's a way

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<v Speaker 3>of softening whatever the message is. It's a way of

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<v Speaker 3>letting somebody know like, yeah, I'm responding, but it don't

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<v Speaker 3>take this serial or you know, like it's not a

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<v Speaker 3>you know, it's like if something was to happen and

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<v Speaker 3>I just say thanks, that can come across as you know,

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<v Speaker 3>like like I don't know, like condescending. It can come

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<v Speaker 3>across as like sarcastic, I guess, or I could say

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<v Speaker 3>thanks Lol, it seems softer, right, like like it doesn't

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<v Speaker 3>seem like it's so like there are things that I

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<v Speaker 3>already read in this article that I do that are

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<v Speaker 3>just things that I didn't even really realize that I

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<v Speaker 3>was doing. But these are things that I think are

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<v Speaker 3>important as we all get more and more comfortable with

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<v Speaker 3>a style of communication that gives absolutely no nuance at all,

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<v Speaker 3>right to thoughts, to feelings, to joking around that type

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<v Speaker 3>of thing. So I think it's definitely something that we

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<v Speaker 3>can continue to talk about. And I think that that leaders,

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<v Speaker 3>especially as you continue your career, you spend more time

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<v Speaker 3>doing this than less time. It's really important that you

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<v Speaker 3>get good at it right for sure.

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<v Speaker 1>For sure, you know, I think I think that if

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<v Speaker 1>the context of this of this question is about you know,

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<v Speaker 1>lowering the likelihood of miscommunication, maintaining a high level of clarity,

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<v Speaker 1>because you know, clarity is so important in terms of

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<v Speaker 1>making sure that you know, if you're a leader of people,

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<v Speaker 1>that you and your employees are on the same page

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<v Speaker 1>or with what the expectations are. Uh And and I

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<v Speaker 1>think that the different ways of communicating, you know, they

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<v Speaker 1>they can muddy the waters if they're not used correctly.

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<v Speaker 1>And so you know, one of the one of the

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<v Speaker 1>pieces of advice that that I always I got from

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<v Speaker 1>a leader once that I that I really value was

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<v Speaker 1>that if if you wouldn't, if you wouldn't be comfortable

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<v Speaker 1>with whatever you're about to type being displayed on the

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<v Speaker 1>JumboTron in Times square, then don't type it, because if

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<v Speaker 1>that's the litmus test, that that's the kind of the bar,

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<v Speaker 1>then significantly less things would be sent digitally. Right, you'd

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<v Speaker 1>pick up the phone and call somebody, or you'd wait

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<v Speaker 1>till you were with them face to face. You know,

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<v Speaker 1>the things that belong in let's let's start with, you know,

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<v Speaker 1>one of the most common start with email. The things

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<v Speaker 1>that belong in email can communications. They should be They

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<v Speaker 1>shouldn't be misinterpretable at all. You should be able to

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<v Speaker 1>send an email to ten different people and then ask

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<v Speaker 1>them to tell you what was said. There shouldn't be

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<v Speaker 1>any variation between what they respond back with because what

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<v Speaker 1>you've put is purely factual. There's not a a hint

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<v Speaker 1>or an element of subjectivity or or emotion or you know,

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<v Speaker 1>sarcasm or any you know, if you're trying to lighten

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<v Speaker 1>up your emails as a leader with l ols or

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<v Speaker 1>jokes or whatever that is, then that implies that what

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<v Speaker 1>was said first in the email doesn't belong in an

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<v Speaker 1>email to begin with, because there shouldn't be anything to

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<v Speaker 1>lighten up. There shouldn't be anything to soften, you know,

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<v Speaker 1>it should just be a kind of a factual communication.

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<v Speaker 1>And then there are other methods you have of communicating

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<v Speaker 1>that that might be you know that are that are

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<v Speaker 1>better than email. When it comes to those things, whether

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<v Speaker 1>it be a video call if you have a remote team,

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<v Speaker 1>or an actual phone call or waiting till you're in

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<v Speaker 1>person to explain something. An email could be a recap

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<v Speaker 1>of a conversation you already had, so there's no way

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<v Speaker 1>to misinterpret it. It's just kind of like, hey, just

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<v Speaker 1>make sure we're on the same page. I do that often.

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<v Speaker 1>I'll have an hour long conference call with a team

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<v Speaker 1>of people, and then I'll send a follow up email,

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<v Speaker 1>you know, on after the call, like just to make

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<v Speaker 1>sure we're all on the same page. This is what

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<v Speaker 1>I heard, This is what my responsibility is going forward,

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<v Speaker 1>like my homework to do for until the next meeting.

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<v Speaker 1>This is what somebody else is doing. And it's not

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<v Speaker 1>in a very factual way, almost bullet point way, so

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<v Speaker 1>that so that people have kind of like a record

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<v Speaker 1>or you know, the meeting minutes, if you will. But

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<v Speaker 1>but no one could look at that and think, oh,

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<v Speaker 1>Chris has a negative intent when it comes to this,

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<v Speaker 1>I might get something wrong. I might have put a

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<v Speaker 1>responsibility on one person where it belongs to somebody else.

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<v Speaker 1>But but that could be corrected, right like you respond,

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<v Speaker 1>Oh no, it's this person, not this person. That's fine.

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<v Speaker 1>No one's gonna get offended by that. They're just going

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<v Speaker 1>to correct it and move on. If a person has

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<v Speaker 1>the ability or even the potential of misinterpreting something where

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<v Speaker 1>they think that that you either are angry with them

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<v Speaker 1>or or annoyed with them, or stand offish with them,

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<v Speaker 1>or that the relationship isn't where it needs to be,

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<v Speaker 1>then that thing shouldn't belong in an in an email communication.

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<v Speaker 1>It should belong in a conversation.

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<v Speaker 2>Yeah. No, I think it's a great call out.

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<v Speaker 3>And I'm you know, I'm a big fan of of.

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<v Speaker 2>Being like, you know, meetings that could have been an email.

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<v Speaker 3>Yes, you know what I mean, because it's it's there's

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<v Speaker 3>only certain things that you can do and discuss when

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<v Speaker 3>you're face to face, And I think that's an important

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<v Speaker 3>call out. So, like, there's there's a lot of things

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<v Speaker 3>that can be done digital, there's a lot of things

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<v Speaker 3>that you can communicate. There's a lot of things that

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<v Speaker 3>you can do on informing. There's questions that you can

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<v Speaker 3>ask there's a lot that you can do in the

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<v Speaker 3>digital space, in the digital world, and so and and

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<v Speaker 3>and the speed of which you know, I can send something.

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<v Speaker 3>And again, like I can just tell you in my

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<v Speaker 3>own habits that I tell my teams. I'm like, if

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<v Speaker 3>it's an email, most of the time, it's just forwarding

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<v Speaker 3>some information, or if I ask a question, it's like

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<v Speaker 3>get back to me when you can. Right I'm gonna

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<v Speaker 3>utilize like text message if I have an immediate need

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<v Speaker 3>or I need you to have some information like right now,

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<v Speaker 3>and you know something that's important today that you need

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<v Speaker 3>to have access to, And then I might use a

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<v Speaker 3>different vehicle if I want it to be something that

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<v Speaker 3>is more collaborative and something that's easily searchable or that

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<v Speaker 3>it's it's you know, it's it's something that we may

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<v Speaker 3>need to look back on because people save text messages,

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<v Speaker 3>delete text messages like you know that type of thing.

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<v Speaker 3>But a different platform that maybe your organization uses allows

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<v Speaker 3>you for different levels of collaboration but also easy easier

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<v Speaker 3>to search different things. So you know, I think that

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<v Speaker 3>there's a ton of value in all the digital communication.

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<v Speaker 3>But to your point, like the time of understanding, like

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<v Speaker 3>what is used for what and then how you get

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<v Speaker 3>the most effective responses is going to come down to

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<v Speaker 3>how you communicate in these platforms, but also like the

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<v Speaker 3>reflection of you, like like, I think that's an important

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<v Speaker 3>part of it, is that when you have the face

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<v Speaker 3>to face time and the interactions, that's how people read you.

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<v Speaker 2>That's how people know you. They read your message.

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<v Speaker 3>Digitally, they don't they don't automatically assume that it's negative

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<v Speaker 3>or accusatory or anything. If they know who you are

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<v Speaker 3>and how you communicate in general, and over time, you know,

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<v Speaker 3>they get they get used to how you know, how

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<v Speaker 3>you write, and I think so like, but but that

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<v Speaker 3>takes time. So again, if you're if you're a new leader,

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<v Speaker 3>if you're if you're leading a new team, if you're

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<v Speaker 3>new to an organization, all these things right off the

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<v Speaker 3>bat are going to be looked at and considered because

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<v Speaker 3>nobody really knows you yet, like that in spaces, and

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<v Speaker 3>you've got to be able to understand that when you

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<v Speaker 3>initially start to communicate via digital world.

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<v Speaker 1>You're I think you're spot on with that. I think

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<v Speaker 1>you know, if if I if I think about what

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<v Speaker 1>you're saying, you're you're talking about the relationship with each

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<v Speaker 1>individual person. So you know, the the if I am

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<v Speaker 1>new to a team, I don't have a relationship with

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<v Speaker 1>those people yet, and so I have to be very

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<v Speaker 1>clear on what methods of communication I use so that

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<v Speaker 1>nothing is misinterpretable the best. You know, it's like what's

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<v Speaker 1>the what's the term, the football term the or you know,

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<v Speaker 1>the sports term, the best defense is a good offense,

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<v Speaker 1>or the best offense is a good defense. You know

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<v Speaker 1>that kind of thing. This is the exact same thing.

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<v Speaker 1>The best way to make sure that that you're not

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<v Speaker 1>going to be misinterpret digitally is to not use digital communications. Right,

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<v Speaker 1>So that's that's the best way. That's not possible. So

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<v Speaker 1>so let's figure out what the right way is, which

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<v Speaker 1>is to if you're if you're new to a team,

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<v Speaker 1>or if you're communicating with people with whom you don't

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<v Speaker 1>have a lot of history of communication with, or people

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<v Speaker 1>who don't know personally, people who you haven't interacted much,

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<v Speaker 1>then then that way of communicating needs to truly be

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<v Speaker 1>segregated to the factual kind of recap informational email kind

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<v Speaker 1>of thing. If it's if it's something that is that

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<v Speaker 1>could be misinterpreted, but the person you're sending it to

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<v Speaker 1>is someone who you have a decades long relationship with

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<v Speaker 1>with with hundreds of in person interactions and an assumption

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<v Speaker 1>of positive intent between the two of you. Then there's

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<v Speaker 1>almost nothing you could say digitally that they would misinterpret

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<v Speaker 1>because they're they're looking at it in the context of

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<v Speaker 1>the entire relationship with you. And so that's really what

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<v Speaker 1>it comes down to, is that is that if you're

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<v Speaker 1>being misinterpreted by somebody because of something you sent digitally,

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<v Speaker 1>it means that the relationship a isn't there to begin with, right,

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<v Speaker 1>so that the work needs to be on there because

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<v Speaker 1>the failure is a in the lack of relationship, and

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<v Speaker 1>b in the assumption that there was a relationship when

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<v Speaker 1>there wasn't one so that you could use this method

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<v Speaker 1>of communication, and and the the you can you can

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<v Speaker 1>get past the first one by having a relationship with somebody,

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<v Speaker 1>but that takes time. It's not something you've been forced

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<v Speaker 1>to happen. And and the it's about quantity and quality.

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<v Speaker 1>So you can't just say, oh, I've had two interactions

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<v Speaker 1>with this person over the last six months, but they've

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<v Speaker 1>both been really positive interactions. Yeah, that's that's not enough

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<v Speaker 1>right if you if you have an interaction with that

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<v Speaker 1>person every day for the last three months, that is enough.

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<v Speaker 1>Right unless those interactions are not quality interactions, and they

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<v Speaker 1>are they are antagonistic, or there is a kind of

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<v Speaker 1>a rift in the relationship, then that again, then don't

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<v Speaker 1>use the digital communication for whatever you're trying to say

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<v Speaker 1>unless it's factual and informative. And so it's a both.

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<v Speaker 1>You have to have the the history and the quantity

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<v Speaker 1>of the relationship and it has to be a good

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<v Speaker 1>relationship in order to be not misinterpreted in something that

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<v Speaker 1>isn't isn't just factual or informative, and those conversations belong

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<v Speaker 1>in person or you know, over video call or whatever

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<v Speaker 1>it is, so that you are far less likely to

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<v Speaker 1>be misinterpreted. And then the email comes after the fact

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<v Speaker 1>to follow up. Hey, just just verifying what we talked about.

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<v Speaker 1>I want to make sure you have a record of

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<v Speaker 1>this so that we can, you know, move forward. And

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<v Speaker 1>I think if you if you think about why leaders

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<v Speaker 1>don't go this route, it's expediency, right like it's it's

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<v Speaker 1>they know that they know they have positive intent. I

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<v Speaker 1>know I know I have positive intent, so they they

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<v Speaker 1>should assume that I have positive intent. Okay, yeah, in

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<v Speaker 1>a perfect world, yes, but that's not how it always works.

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<v Speaker 1>And so you can't just assume that because you have

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<v Speaker 1>positive intent that they will accept it that way or

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<v Speaker 1>they will interpret it that way. If the goal is just, hey,

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<v Speaker 1>you know what this is. This is the way it is,

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<v Speaker 1>they can take it or leave it. Sure, maybe, but

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<v Speaker 1>but that's not what most relationships between a leader and

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<v Speaker 1>employee are. In most relationships, the win isn't communicating effectively.

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<v Speaker 1>The win is some type of behavioral change or follow

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<v Speaker 1>up or action on the part of the person that

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<v Speaker 1>you're sending the communication to that is needed in order

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<v Speaker 1>to consider to be considered a success. So if your

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<v Speaker 1>boss is looking at whether or not the thing was done,

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<v Speaker 1>and it wasn't done, but they look at you and go, oh, well,

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<v Speaker 1>look at you. Clearly sent them an email. You're off

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<v Speaker 1>the hook there. That's not how that's not how things work.

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<v Speaker 1>Usually the boss will come to you and say, why

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<v Speaker 1>isn't this done? Oh well, I send them an email, right,

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<v Speaker 1>but but then what did you Yeah, that's that's not enough.

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<v Speaker 1>It has to be done. So if the goal is

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<v Speaker 1>that behavioral change or the action happening, then then you

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<v Speaker 1>have to do what is needed to alter your communication

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<v Speaker 1>style or method or venue of communication to get the

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<v Speaker 1>result you're looking for. That's the win, is the result

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<v Speaker 1>you're looking for, not just to be able to expediently

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<v Speaker 1>send them information.

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<v Speaker 2>Absolutely, and with that it brings us to this episode's

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<v Speaker 2>one minute hack. But first a few words from our sponsors.

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<v Speaker 1>All Right, this episode is one minute hack is about

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<v Speaker 1>effective communication and lowering the levels of miscommunication and lack

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<v Speaker 1>of clarity. If you're a leader and you're having a

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<v Speaker 1>difficult time with this, if you've been told by some

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<v Speaker 1>or by multiple people that they didn't like the way

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<v Speaker 1>that you came off in this email or this message,

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<v Speaker 1>and your response was or your reaction was, oh my gosh,

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<v Speaker 1>I didn't mean it that way. That's that's not what

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<v Speaker 1>I meant, then this means you need to work in

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<v Speaker 1>this area. And the way to do this is when

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<v Speaker 1>you are writing something that is going to be sent

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<v Speaker 1>in an email or you know, via any type of

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<v Speaker 1>digital communication, to save it as a draft or as

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<v Speaker 1>a you know, take a screenshot of it or write

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<v Speaker 1>it in a note somewhere and have somebody else look

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<v Speaker 1>at it first someone that you that you trust to

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<v Speaker 1>look at it to tell you how they would interpret it.

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<v Speaker 1>And if you really want to take this to the

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<v Speaker 1>to the place where it should go, the person who

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<v Speaker 1>you should ask to do this is the person who

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<v Speaker 1>reached out to you at one point to say I

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<v Speaker 1>didn't like the way you communicated this, and and your

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<v Speaker 1>reaction was, oh, my gosh, that's not what I meant.

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<v Speaker 1>Because that person is being honest with you already, and

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<v Speaker 1>you know they will. If you go to the person

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<v Speaker 1>who's just you know, your closest friend in the workplace,

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<v Speaker 1>it is likely that they will interpret it differently than

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<v Speaker 1>a person that you're sending it to to begin with.

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<v Speaker 1>And if they look at it go yeah, it's great

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<v Speaker 1>to me. Well, yeah, that means that when they received

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<v Speaker 1>it they wouldn't interpret it negatively. But that doesn't mean

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<v Speaker 1>that a person who doesn't have a relationship with you

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<v Speaker 1>also wouldn't interpret it negatively. It could mean that, like,

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<v Speaker 1>that might be the right person, but you want objective

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<v Speaker 1>eyes to be looking at this. So this is someone

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<v Speaker 1>who you can trust to give you the right answer,

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<v Speaker 1>but but who isn't already so familiar with you that

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<v Speaker 1>they can read through the nuance that might be in

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<v Speaker 1>a piece of communication and not interpret it negatively, go

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<v Speaker 1>to the person who had the problem to begin with,

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<v Speaker 1>and you're likely to solved both problems at the same time.

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<v Speaker 3>Yeah, this is one of those ones where you know,

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<v Speaker 3>you don't get to decide if you're getting better, you know,

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<v Speaker 3>say or like like, you know, yeah, if you're going

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<v Speaker 3>to work on this, it does take a partnership. It

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<v Speaker 3>does take people around you, and to your point, it

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<v Speaker 3>takes the people that maybe it hasn't landed with well

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<v Speaker 3>because they're the ones who have a different filter or

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<v Speaker 3>different perspective or to your point, of different relationship, and

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<v Speaker 3>you know they're going to they're going to have the

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<v Speaker 3>most amount of information on what you can do differently

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<v Speaker 3>or how you can adjust to not come across in

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<v Speaker 3>certain ways. And like, look, you know, the underscoring answer

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<v Speaker 3>to all of it is like, spend time with those

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<v Speaker 3>people and more time with them, and you'll build a

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<v Speaker 3>better relationship and you'll.

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<v Speaker 2>Have less of has happened.

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<v Speaker 3>But there's definitely an element of this that is just

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<v Speaker 3>around communication skills and the nuance and how you go

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<v Speaker 3>about doing it, because again, you're not always going to

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<v Speaker 3>have the luxury of time to just be able to

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<v Speaker 3>be like, yeah, like I'll you know, they'll get to

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<v Speaker 3>know who I am, and then at that point everything

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<v Speaker 3>will be fine.

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<v Speaker 2>Well maybe maybe not. And if you're.

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<v Speaker 3>Not capable of growing and building the skill, you might

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<v Speaker 3>not ever make it to that chance of time where

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<v Speaker 3>you're able to build the relationships. And so it's definitely

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<v Speaker 3>a key element and something that I do think is

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<v Speaker 3>really important, especially this day and age and as much

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<v Speaker 3>as we communicate in the digital world, I think it's

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<v Speaker 3>something that everybody should be, you know, considering, thinking about

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<v Speaker 3>and working.

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<v Speaker 1>On right And if you are new to a team

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<v Speaker 1>who doesn't have the history with you, really try to

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<v Speaker 1>have as many interactions as you can in person or

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<v Speaker 1>if it's a if it's a remote based team, you know,

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<v Speaker 1>over a video call. Both as a group and more

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<v Speaker 1>specifically one on one with each person. Get to know

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<v Speaker 1>them individually, share things about yourself and ask them questions

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<v Speaker 1>about them that are not work related. Develop a rapport

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<v Speaker 1>with them based on things that are not just what

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<v Speaker 1>the job is, and you are far less likely to

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<v Speaker 1>be misinterpreted because a person can read something and think, oh,

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<v Speaker 1>I feel like I know who this person is I

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<v Speaker 1>don't think they would say it this way. I don't

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<v Speaker 1>think they mean this even though it's easy to interpret

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<v Speaker 1>it this way. That's the ultimate goal, that's the that's

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<v Speaker 1>the armor against it, because then even if you do

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<v Speaker 1>something incorrectly, it's not going to come back and bite

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<v Speaker 1>you because no one's going to misinterpret it. No one's

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<v Speaker 1>going to have a lack of clarity. That's the ultimate

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<v Speaker 1>The step one is to be very clear on what

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<v Speaker 1>you're using each thing for and kind of towing the

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<v Speaker 1>line on where to do this and where to do that.

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<v Speaker 1>That's what you do while you're building the relationships. But

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<v Speaker 1>if you're doing that for a long time, that implies

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<v Speaker 1>you haven't put the work into the relationships to where

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<v Speaker 1>you feel like you still have to do all these things.

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<v Speaker 1>In an ideal world, you get to a place where

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<v Speaker 1>this is less needed because the people you're talking to

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<v Speaker 1>on a daily basis are the people who have a

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<v Speaker 1>very strong relationship with you.

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<v Speaker 3>Absolutely, and with that it brings us at the end

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<v Speaker 3>of this episode, this is hacking your leadership.

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<v Speaker 2>I'm Lorenzo and I'm Chris, and we'll talk to you

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<v Speaker 2>all next time.
