►
From YouTube: Diversity in Emotional Intelligence with Reini Chipman
Description
In October 2022, GitLab hosted Reini Chipman for a discussion on diversity in emotional intelligence. You can connect with Reini here : https://www.trovecollaborative.com/ and read her full bio below.
Reini recently joined Purpose Built Venture Studio as Head of Human Capital where she gets to help make dreams come true for entrepreneurs who want to build businesses that create economic prosperity. Reini is also the founder of Trove Collaborative (aka “Trove”) - a boutique services firm providing executive coaching, executive search, organizational development consulting, and strategic advisory services.
Reini has spent over 20 years in executive and operational roles leading the people function within tech companies including Community, Tala, Simple, Simply Measured, and Geocaching. She has guided thousands of creatives, leaders and teams to find their core beliefs, amplify their authentic voices and do the work they’re uniquely suited to do. She is a values-centered coach and facilitator, heart forward leader, and relentless rabble-rouser.
As an advisor and coach to CEOs and executives, Reini is no stranger to speaking hard truths to powerful people. Reini believes that difficult but critical issues like pay equality and representation in executive leadership and boards are required to build thriving environments. She has become a trusted confidant and voice among influential leaders in a critical moment in history, helping to design systems and practices that create new possibilities that include and promote everyone.
Reini is a proud mom to one medium-sized human and a goofy rescue mutt. She has a passion for unique beverages, and you’ll typically find her with at least three different drinks within reach. Reini is happiest when music is cranked up, laughter is flowing, and she gets to dance and play with other silly humans.
A
Well,
we
will
get
started
and
then,
as
people
join,
they
will
jump
in
wherever
we
are
so
welcome
everyone.
Thanks
for
being
here,
my
name
is
I'm
on
the
L
D
team
at
gitlab,
and
this
is
our
second
live
speaker
series
in
a
three-part
series
called
what
is
emotional
intelligence
and
I'm
really
excited
to
welcome
riney
Chipman
to
gitlab.
For
this
conversation,
the
title
of
today's
conversation
is
called
diversity
and
emotional
intelligence.
So
I'm
really
excited
to
have
this
conversation
about
EQ,
and
you
know
really
connect
it
to
our
values
here
at
gitlab.
A
So
as
we're
talking,
if
you
have
questions
for
Ronnie,
you
can
feel
free
to
add
them
to
the
team
member
questions
section
at
the
very
bottom
of
the
agenda
and
we'll
get
through
as
many
as
we
can
I
think.
That's
all
I
wanted
to
talk
about
so
I'm
going
to
pass
it
over
to
riney
for
a
quick
introduction
before
we
get
started
well.
B
Give
you
a
little
bit
of
background
on
me:
I
guess,
I'm,
first
and
foremost,
a
mom
to
a
human
and
a
rescue
mutt.
Those
are
two
of
the
things
I'm
most
proud
of
and
then
in
terms
of
work
background.
I
have
worked
for
quite
some
time
in
the
human
resources
and
people
operations
function
so
worked
in
several
Tech
organizations
that
were
scaling
and
helped
build
up
the
people
team
and
the
culture
and
kind
of
build
a
great
place
to
work.
B
In
fact,
I
many
times
have
attempted
to
poach
Talent
from
git
lab.
So
if
you
cross
path
with
me,
hi
again,
you
know
really
honored
to
be
here,
because
gitlab
has
such
an
amazing
reputation
for
attracting
and
developing
great
talent,
and
so
it's
awesome
to
be
kind
of
shoulder
to
shoulder
with
you
all
today.
B
So
after
sort
of
working
in
HR
for
quite
some
time,
I
decided
to
take
a
step
back
and
get
clear
on
what
are
the
pieces
that
I
love
the
most
and
energize
me
the
most,
and
in
doing
that,
I
decided
to
start
my
own
little
Boutique
firm,
where
I
get
to
do
Executive,
coaching,
some
executive,
Search
and
then
some
leadership
and
organizational
development.
So
that's
what
we
do
at
Trove
collaborative
and
you
can
visit
our
website
to
learn
a
little
bit
more.
A
A
A
B
I
love
this
question,
so
I
have
a
lot
of
thoughts,
particularly
on
this
question
and
I
have
some
somewhat
tactical
ideas
and
recommendations
that
I'm
going
to
share,
but
before
I
get
into
that,
I
think
it's
important
to
do
some
unpacking.
So
when
I,
when
I
look
at
this
question
that
we're
look
that
we're
talking
about
we've
got
some
big
things
in
here,
and
we've
got
the
intersection
of
intelligence
right
or
wisdom
or
knowing
smarts.
B
We've
got
growth
right,
we're
being
asked
to
do
something
that
might
be
new,
that
that
might
be
different
and
inclusion,
which
is,
is
another
huge
topic
and
one
and
all
of
these
intelligence,
growth
and
inclusion
and
diversity
can
be
sensitive.
They
can
be
tender,
they
can
require
vulnerability.
So
what
I
thought
might
be
helpful
is
to
just
take
a
little
journey
of
unpacking
a
little
bit.
How,
in
many
of
our
cultures,
were
programmed
from
a
really
early
age
to
do
certain
things
right.
B
So,
for
example,
many
of
us
grew
up
in
families
or
communities
where
we
were
encouraged
to
study
hard,
be
smart,
be
right
right
like
get
the
right
answer,
don't
be
wrong!
Use
your
mind,
use
your
brain,
hey:
where
are
you
going?
Where
are
you
going
in
life
know
where
you're
going
have
have
a
clear
line
of
sight?
Make
linear
progress?
Let's,
let's
get
from
point
A
to
point
B.
B
So
most
of
us
grew
up
with
this
kind
of
programming
and
we
carry
that
forth
into
the
workplace,
but
as
I
think
about
all
of
this,
like,
let's
just
take
intelligence
as
an
example,
you
know
what
I
think
we're
programmed
really
early
on
to
be
really
analytical
and
use
our
mind
where
we
get
into
with
emotional
intelligence,
is
tapping
into
emotion
and
the
Heart
right
and
there's
a
whole
set
of
wisdom
in
knowing
that
we
internally
have
as
humans
around
that.
So
you
know
we're
moving
from
not
just
that.
B
B
I've
been
at
this
for
a
long
time
and
I've
experienced
myself
and
I've
coached
many
leaders
around
what
happens
when
we're
not
listening
and
trusting
that
body
wisdom
and
doing
what
the
body
needs
us
to
do
to
take
care
of
ourselves
and
move
forth.
So
so
for
one.
This
whole
notion
of
intelligence:
we've
had
some
programming
and
there's
lots
of
intelligence
and
different
forms
that
we
have
that
we
get
to
tap
into.
B
Let's
take
progress
as
another
area
to
unpack,
at
least
in
the
US.
Our
culture
tends
to
be
around
linear
progress
right.
Let's
map
it
out,
let's
do
a
work
back
plan
what's
in
line
here
and
I,
don't
know
about
you,
but
I
think
I,
look
back
on
all
my
experiences
now
and
I'm
like
gosh.
Progress
has
very
rarely
been
linear.
B
This
is
a
big
one
and-
and
this
is
really
celebrated,
especially
in
my
experience
in
the
corporate
world
and
Tech
organizations.
You
know,
let's,
let's
get
to
that
right
answer.
Let's
you
know
find
what's
right
and
I
think
what
I
would
love
to
unpack
is
what
about
like?
How
can
we
honor
the
role
that
failure
plays
in
working
together
and
and
building
important
things?
B
How
can
we
honor
the
role
that
fear
plays
right
like
and
the
unknown
I
think
my
new
sort
of
thing
I'm
looking
at
right
now,
is
the
importance
of
and
the
role
that
the
unknown
plays
in
our
lives.
So
you
know
unpacking
being
right
thinking
about
what
actually
is
important
about
the
role
of
fear
and
the
unknown
and
and
failure,
and
really
thinking
about
like
how
can
failure
be
our
friend?
How
can
fear
be
our
friend?
B
I
don't
know
if
I
should
even
be
doing
it
so
just
want
to
throw
that
out
there
as
an
opportunity
to
unpack,
as
we
move
into
this
conversation
about
three
very
deeply
seated
things
in
culture
that
can
look
different
in
different
cultures
and
different
families,
but
there
certainly
is
a
high
level
of
programming
involved
around
it.
So,
let's,
let's
go
back
just
for
a
moment
to
get
Labs
the
definition
of
emotional
intelligence.
B
So
this
is
the
ability
to
understand
and
manage
your
own
emotions
as
well
as
recognize
and
influence
the
emotions
of
those
around
you,
and
this
is
sort
of
just
tapping
into
the
emotional
side
of
work
is
new.
10
years
ago
we
didn't
talk
about
politics
at
work.
It
just
wasn't
done.
We
didn't
talk
much
about
social
justice
or
race,
or
you
know
so.
Many
of
these
topics
so
tapping
into
the
emotion
tapping
into
things
like
Justice
and
impact
that
you
know
historically
underrepresented
communities
are
having
in
the
workplace.
B
Is
it's
a
very
new
topic
and
it
is
really
exciting.
I've
been
waiting
25
years
for
this,
but
it's
also
new
and
with
that
comes
you
know
some
bumbling
around
until
we
get
it
right
and
at
the
same
time,
with
all
of
this
we're
asking
in
the
in
the
HR
World
we're
saying
hey,
we
want
to
build
a
place
where
everybody
can
bring
as
much
of
their
identity
to
work.
Doesn't
that
sound
great
and
it
does,
but
the
challenge
is
it's
not
as
safe
for
some
people
to
do
that
as
it
is
for
others?
B
So
we
have
to
keep
that
all
in
mind
when
we
think
about
you
know
again,
emotional
intelligence.
How
do
we
manage
our
own
emotions
and
recognize
and
influence
the
emotions
of
those
around
you
at
the
same
time
that
they're
trying
to
figure
out
what
pieces
of
myself
can
I
even
bring
here
safely?
I
have
to
suss
that
out.
So
one
tip
that
I
offer
when
you're
thinking
about
inclusion
in
general,
but
certainly
as
it
applies
to.
How
do
we
work
together?
How
do
we
get
to
know
each
other
this?
B
This
little
technique
is
called
design
for
the
margins
and,
if
you
think
about,
let's
pretend
I
have
a
beautiful
whiteboard
here
and
I'm
going
to
draw
a
circle
and
in
the
circle
is
dominant
culture.
So
this
is
in
any
particular
ecosystem.
What
the
kind
of
prevailing
culture
is
right,
so
it
can
look
different
within
different
organizations,
but,
let's
see
in
early
stage
tech
companies
oftentimes
the
population
tends
to
be
younger.
B
You
find
in
early
stage
companies
there
aren't
as
many
parents,
you
find
all
sorts
of
things
that
sort
of
collect
there
and
then
outside
of
that
circle,
is
what
we
call
the
margins
right.
So
people
having
aspects
of
their
identity
that
are
different
than
all
the
bits
in
this
in
this
circle,
I
was
in
a
early
stage
company
once
where
dog
owners
were
in
the
dominant
culture
right.
B
I
believe
it
was
after
World,
War,
One
or
World
War,
II
I,
don't
remember,
which
I'm
not
a
very
strong
history
buff,
but
after
one
of
the
wars,
soldiers
were
coming
back
and
they
were
injured
and
they
were
in
wheelchairs
and
the
you
know
the
government
sort
of
looked
at.
This
is
a
big
problem.
We
need
a
better
way
for
these
people
to
get
around,
and
so
they
started
working
on
creating
ramps
at
the
end
of
sidewalks,
and
there
was
a
lot
of
pushback
like
this
is
going
to
be
expensive.
B
We
don't
need
to
do
this
like.
Why
are
we
doing
this?
You
know,
and
they
decided
to
go
ahead
and
Institute
a
policy
where,
at
the
end
of
sidewalks,
going
into
an
intersection,
you
have
these
ramps
right.
Well,
what
they
found
when
they
designed
for
these
folks
in
the
margins
who
were
injured
and
in
wheelchairs
and
disabled,
is
that
it
actually
wasn't
more
expensive
and
they
also
found
that
all
sorts
of
people
really
valued
that
people
wearing
high-heeled
shoes,
people
pushing
strollers
all
really
benefited
from
this
design.
B
That
was
intentionally
done
for
someone
way
out
in
the
margin
so
that
they
could
access
and
participate.
So
you
know
one
one
thing
I
would
offer,
is
you
know
think
about
in
your
group
or
in
your
conversations
you
know
when
you're
crafting
a
meeting
or
a
conversation
or
a
project
like
how
can
we
think
about
how
to
make
sure
that
everyone
can
access
and
let's
take
a
leap
of
faith
and
trust
that
if
we
design
that
way
that
actually
everyone
is
going
to
win?
So
that's
one
tip
that
I
throw
out
I.
B
Think
it's
a
really
fun
tool.
There's
all
sorts
of
ways
to
play
with
it
and
I'd
be
happy
to
chat
with
anybody
later
after
it
to
share
more
about
how
to
how
to
use
it,
and
then
they
have
this
other
kind
of
tips
that
I
put
together
for
us
to
go
through.
That
I
think
are
really
helpful
when
you're
thinking
about
doing
something
new
and
moving
forward
in
your
own
Learning
and
Development
journey,
and
trying
to
build
your
emotional
intelligence
and
grow
as
a
leader.
B
B
All
right
feel
free
to
move
your
neck
around
if
you
need
to
so.
The
first
thing
I
want
to
say
about
relaxing
is
we
can
all
just
take
a
deep
breath
because
the
research
out
there
shows
that
as
humans,
we're
kind
of
wrong
all
the
time
anyway.
So
the
idea
of
embracing
being
wrong
is
really
freeing
and
you
could
think
of
it
more
as
like.
How
do
we
work
together
to
get
it
right
or
get
to
the
best
answer
right
now
versus
I
individually
have
to
be
right.
B
So
there's
a
book
I
read
on
this:
it's
called
being
wrong
adventures
in
the
margin
of
error
and
I'll.
Put
this
in
the
notes.
After
our
call
it's
by
Catherine
Schultz
and
her
argument
is
that
error
is
the
fundamental
Human
Condition
and
should
be
celebrated
as
such.
So
it's
a
really
fun
contrast
to
that
early
programming
around
being
right
and
I
think
it's
also
just
an
opportunity
to
give
ourselves
a
little
Grace
when
it
comes
to
you
know
this
I
have
to
be
good
at
emotional
intelligence.
B
I
have
to
be
the
best
that
that's
like
just
take
a
break,
and
you
know
if
you're
committed
to
doing
it.
You'll
get
there,
but
also
realize,
like
you're,
going
to
be
wrong
and
you're
going
to
learn
new
things
and
you're
going
to
change
your
mind
over
and
over
again,
all
right
so
step.
Two
in
my
newly
concocted
framework
here
is
to
reflect
so
once
we
sort
of
give
ourselves
a
break.
Take
a
breath.
B
Let's,
let's
reflect,
as
we
said
before,
there's
a
lot
of
different
kinds
of
intelligence:
there's,
analytical
wisdom,
there's
book,
smarts,
there's
being
good
at
music
there's,
you
know
wisdom
in
our
hearts,
their
wisdom
in
our
body,
and
we
can
ask
for
feedback
to
better
understand
which
of
these
are
really
really
strong
at
and
where
is
our
growth
Edge?
So
we
can.
We
can
also
work
on
being
really
really
good
at
receiving
feedback.
B
So
one
of
the
things
I
run
into
with
a
lot
of
leaders
is
they'll,
say
I
want
to
get
better
at
giving
feedback.
You
know
right
and
when
you're,
when
you're
thinking
about
emotional
intelligence
and
inclusion
like
oftentimes,
that
boils
down
to
a
conversation
that
needs
to
happen
right,
like
I'm,
not
sure
how
to
approach
this
conversation,
I
want
to
make
sure
I'm
being
really
thoughtful
and
and
really
kind
of
holistic.
About
giving
this
feedback
I
agree.
B
Giving
feedback
is
really
important,
but
I
would
actually
actually
argue
that
receiving
feedback
and
being
really
really
good
at.
It
is
almost
more
important
because
if
you
start
to
build
a
reputation
that
people
can
come
to
you
and
share
hard
stuff
and
you're
going
to
listen,
really
thoughtfully
and
be
grateful
for
the
data
you'll
just
find
that
more
and
more
people
trust
and
come
and
you're
getting
just
more
and
more
Rich
data.
Now
that
doesn't
mean
you
have
to
agree
being
good
at
feedback
doesn't
mean
agreeing
with
it.
B
You
know
probably
eighty
percent
of
feedback's
wrong,
but
it
doesn't
mean
that
it's
not
important
for
that
person
to
share
it
or
for
you
to
receive
that
data
right
so
think
about
how
do
you
get
really
good
at
receiving
feedback,
integrating
what
resonates
into
your
development
plan
or
your
own
personal
desire
to
grow
and
then
have
those
necessary
conversations
around
it,
so
that
reflection
of
thinking
about
where
you're
strong?
Where
do
you
want
to
grow
and
receiving
feedback
and
support
of
that
growth,
is
really
important.
B
B
Okay,
you
might
have
some
perspective
floating
around
about
that
thing.
That
thing
that
happened,
that
situation,
let's
flip
it
a
little
bit
when
you
look
back
on
that,
how
did
it
get
you
to
where
you
are
now?
How
did
it
serve
you
in
your
learning
and
growth
Journey,
take
take
10
seconds
and
think
about
that.
B
Okay,
good
I
hope
you
I
hope
you
felt
a
little
shift
so
now
you
can
pick
a
perspective
to
hold
moving
forward.
That's
the
thing
about
us
humans
is
we
get
to
make
it
up
all
the
time,
so
we
can
literally
decide
to
choose
A
New
Perspective.
So
let's
all
pick
one
just
pick
a
word
or
two
words:
that's
like
okay,
I'm
moving
forward!
B
Great,
and
so
now
you
just
did
an
integration,
you,
you
accepted
information,
you
integrated
it
into
your
learning
and
now
anything
that
was
like
dark
shame.
You
know
whatever
you're
feeling
around
that
you
can
let
it
go
light.
A
candle
burn,
some
incense,
whatever
you
want
to
do.
Do
your
ritual
go
for
a
run
and
Let
It
Go.
B
All
right
next
step
is
to
reset
so
now
that
we've,
let
all
that
go.
Let's
take
10
10
seconds
and
again
we're
thinking
about
emotional
intelligence
here
right,
so
any
kind
of
experience
that
touches
up
around
what
you
what
you
feel
like
you
are
now
almost
ready
to
learn.
So
now
that
you've
let
go
reflect
on
what
are
you
almost
ready
to
learn
in
the
realm
of
emotional
intelligence
or
leadership?
What
are
you
almost
ready
to
learn.
B
Good,
so
you've
got
your
thing,
and
now
you
can
hit
refresh
you've
got
your
thing,
you're
ready
to
move
forward,
so
you
can
do
a
couple
of
things
you
could
think
about.
Who
would
you
like
to
enroll
in
supporting
you
in
this
next
chapter
of
learning
or
what
is
a
New
Perspective
that
you'll
choose
to
support
yourself
in
that
Journey
right
like
what
is
your
path
forward?
B
B
You
know
when,
when
things
get
bumpy,
whether
it's
tied
to
emotional
intelligence,
your
leadership
Journey
your
Learning
and
Development
plan,
you
know
having
conversations
that
support.
Inclusion
are
hard
and
I
had
a
mentor
tell
me
once
when
it
comes
to
diversity,
inclusion,
if
you're
feeling
awkward
and
uncomfortable.
That
means
you're-
probably
doing
it
right
so
to
do
this.
Work
well
necessitates
discomfort
and
necessitates
awkwardness
and
so
having
some
little
practice
like
this
to
support.
You
know
taking
what
is
important.
B
Reframing
perspective
Letting
Go
resetting
on
that
next
learning
Edge,
even
if
it
feels
like
a
step
backwards
right,
because
we've
already
decided
that
progress
doesn't
have
to
be
linear,
but
it's
your
journey
and
it
can
be
whatever
sort
of
shape
or
direction
or
Cadence.
That
makes
sense
for
you,
so
that
was
a
really
long
stream
of
Consciousness
on
the
first
question
intentionally
so
because
I
think
there
was
a
lot
of
juice
in
that
one
yeah.
A
That
was
that
was
fantastic
Remy.
Thank
you.
So
many
like
great
tips
that,
like
we've,
been
writing
down
in
the
agenda
and
I
think
that
there's
just
so
many
connections
to
like
the
way
that
we
work
at
gitlab
and
the
kind
of
like
expectation
that
it's
okay
to
fail
here
and
to
that
idea
that
progress
isn't
always
linear.
A
B
B
A
Like
yeah
right,
exactly
thanks
for
that,
so
I'll
move
on
to
the
second
question.
You
might
have
already
touched
on
some
responses.
So
if
we
need
to
move
on
to
the
third
one,
just
let
me
know
and
we'll
move
on,
but
the
second
one
is:
how
can
we
observe
ask
and
understand
how
emotional
intelligence
intelligence
shows
itself
differently
across
a
range
of
identities
and
like
with
identities,
I'm
thinking
like
how
people
show
up
differently
based
on
their
culture,
their
ability,
their
gender,
their
role
like
gitlab.
B
Yeah
yeah
I
think
I
have
a
pretty
short
response
on
this
one,
so,
at
the
end
of
the
day,
I
think
the
ability
to
be
a
really
good
listener
and
understand
sort
of
how
things
are
impacting.
Others
is
arguably
the
most
important
leadership
capability.
There
is
not
only
that
I
think
it's
also
a
secret
to
a
successful
life
and
emotions
and
the
management
of
emotions
show
up
differently
in
different
cultures
and
identities
and
types
of
rules,
so
I
want
to
take
us
back
to
that
design
for
the
margins
exercise
right.
B
So
when
you're
trying
to
understand
how
this
shows
itself
with
people
who
are
different
and
thank
goodness
that
they
are
right,
because
you
can't
have
creativity
without
it.
But
when
you
find
yourself
in
that
situation,
go
back
to
that
mapping
and
think
about
folks.
Are
they
fully
in
that
dominant
culture
bucket,
or
is
there
an
aspect
of
their
identity
that
you
know,
because
you
may
not,
you
likely
don't
know
them
all
the
way
and
and
map
that
out
and
think
about
if
there's
a
way
to
design.
B
For
that
another
way
I
like
to
think
about
that
is
the
more
marginalized
someone
has
lived
in
different
communities,
probably
the
more.
They
know,
because
guess
what
they've
probably
struggled
the
most
and
they've
had
probably
the
richest
journey
in
many
ways.
So
you
know
there's
a
lot
of
really
key
insights
that
we
can
learn
from
folks
who
have
been
living
and
experiencing
the
world
in
in
the
margins.
B
A
couple
quick
ones,
I
would
say,
stay
curious,
I'm,
sure,
that's
part
of
your
culture
and
the
framework
keep
listening,
keep
honing
your
listening
and
feedback
skills.
This
is,
if
there's
one
thing
that
makes
leaders
successful.
It's
the
it's
social
skills,
it's
being
with
people
right,
become
excellent
at
navigating
the
failures
and
mistakes
and
then
here's
two,
two
extra
tips
that
people
often
forget
number
one
ask
for
help.
B
You
know,
show
your
vulnerability
honor,
someone
with
and
ask
for
help
showing
them
that
you
think
they
have
something
in
their
superpowers
that
will
help
you
get
to
where
you
want
to
go,
and
the
final
one
is
don't
forget
to
celebrate
your
wins,
big
and
small
right.
If
there's
a
conversation,
you're
terrified
to
have
or
some
a
conflict,
you
just
couldn't
resolve
any
and
you
get
through
it
and
you
you
find
the
light
celebrate
it.
Even
if
it's
a
teeny,
tiny
little
thing
so
don't
forget
to
celebrate
your
wins.
Big
and
small.
A
Okay,
thanks
Randy,
so
I
have
one
more
question
and
I'm
just
going
to
throw
out
a
reminder
to
anyone
on
the
call.
If
you
have
questions
that
you
want
to
ask
after
this
last
one,
you
can
feel
free
to
add
them
to
the
bottom
of
the
agenda.
I
think
we're
I
pushed
down
to
like
the
third
page,
so
you're
gonna
scroll
to
the
bottom,
but
yeah
feel
free
to
add
them
there
and
we'll
go
into
those
next.
A
B
I
have
I
have
a
quick
story,
so
I
once
joined
an
organization
in
part,
because
empathy
was
one
of
their
core
values
and
I.
Think
empathy
really
supports
our
ability
to
be
strong
in
terms
of
our
emotional
intelligence
right
when
we
think
about
that
definition
to
understand
and
manage
your
own
emotions
as
well
as
recognize
and
influence
the
emotions
of
those
around
you.
B
So
you
were
talking
about
personal
and
team
results,
and
and
what
I'm
calling
out
here
is
like
my
job
is
to
ensure
the
whole
organization
is
performing
and
my
definition
of
performance
or
one
of
them
is
performance,
is
working
through
and
with
people
to
achieve
the
best
results,
all
right
so
right
there.
You
just
said
you
got
to
work
through
and
with
people
to
get
the
best
results.
So
we
stop
and
think
about
it.
Okay,
empathy
supports
emotional
intelligence,
emotional
intelligence
supports
performance
right,
easy
peasy.
B
Well,
we
had
a
new
executive
join
the
organization
and
a
few
months
after
they
started,
we
were
in
a
meeting
and
they
said:
hey
I'm,
just
not
aligned
with
this
value
around
empathy.
It
just
slows
us
down
and
it's
just
going
to
kill
our
performance.
It's
negatively
affecting
performance
and
I
I,
just
sort
of
like
wait.
What
you
joined
you.
B
B
B
B
Yeah
so
there's
a
a
there's
like
a
little
diagram,
I
think
it
was
Stephen
Covey,
who
articulated
that
you
know
a
lot
of
times
in
the
workplace.
We
think
about
performance.
We
think
about
results,
and
you
know
we
might
have
ways
to
improve
them
that
aren't
effective
like
we're.
Not
we
change
things,
but
we're
not.
We
changed
our
Behavior,
but
we're
not
getting
the
right
result.
B
So
his
argument
is
that
your
beliefs,
the
way
you
see
things
the
way
you
see
the
world,
your
beliefs,
that
is
going
to
impact
your
behaviors
and
then
those
behaviors
affect
your
results.
So
in
order
to
get
the
best
results
or
change
results
dramatically,
sometimes
it's
not
just
about
a
behavior
change,
usually
it's
about
looking
at
a
belief
and
reshaping
a
belief.
So
I
don't
know
if
that
made
it
more
simple
or
more
complex,
but
no.
B
A
I'm
reading
a
book
right
now
that
I
think
really
connects
to
this
conversation
that
people
on
the
call
might
like
it's
called
think
again
and
it's
by
Adam
Grant
I.
Actually,
if
you
don't
want
to
read
the
book,
if
you
listen
to
Hidden
brain,
they
did
like
a
a
podcast
series
called
you
2.0
and
there's,
like
you
know
our
conversation
with
Adam
Grant.
A
But
maybe
you
don't
have
to
read
the
book
if
you
listen
to
the
podcast,
but
it's
all
about
what
you
were
just
saying:
Ronnie
about
being
like
open
to
new
data
and
then
being
willing
to
let
that
new
information
change
your
beliefs
rather
than
holding
on
to
Old
beliefs
that
you
know
might
have
been
proven.
Wrong
by
the
data
that
you
were
presented.
A
B
So
thinking
about
your
belief,
structure,
thinking
about
what
is
it
like
for
someone
to
come
and
give
me
data
yeah
and
how
am
I
integrating
that
and
and
taking
what
resonates
right
again,
it's
I
do
not
believe
that
all
feedback
is
relevant
or
important,
but
maybe
10
of
it
is
so
take
that
little
nugget
and
see
what
you
can
do
with
it.
Yeah.
A
B
A
Here
for
it,
I
don't
know
well,
thank
you
so
much
Ernie
for
being
here.
It
was
such
a
pleasure
to
have
this
conversation
with
you
and
to
bring
your
perspective
to
the
rest
of
our
team
and
also
thank
you
to
all
the
get
lab
team
members
on
the
call
who
made
time
to
be
part
of
this
conversation.
I
really
appreciate
everyone
here
so
hope
you
all
have
a
great
rest
of
your
day.
You.