►
Description
December 2020
A
All
right
so
welcome
back
everybody,
so
I'm
sure
we
heard
a
lot
of
eating
in
restaurants
or
seeing
family
and
friends
mine
is.
I
cannot
wait
to
go,
get
a
massage
and
I
don't
go
get
them
like
for
leisure
purposes.
I
actually
have
some
neck
and
old
neck
injuries
that
I
view
it
for
therapeutic
purposes.
So
I
can't
wait
for
that,
but
so
here's
my
question
to
you.
So
are
you
going
to
come
out
of
these
uncertain
times
as
the
chunk,
the
hunk,
the
monk
or
the
drunk?
A
I'm
shooting
for
multiple
options,
a
chunky
drunk.
Maybe
there
you
go
right
because,
like
the
chunk
is
eating
their
way
through
the
pandemic,
the
drunk
is
drinking
their
way.
The
monk
is
finding
like
just
this
spiritual
inspiration
and
the
hunk
is
exercising
their
way
through.
So
I
started
off
as
a
chunk
and
my
husband
was
like:
are
you
seriously
going
to
eat
a
cake
a
week?
A
Let
me
think
the
chat
feature,
if
you
don't
already
have
that
open
and
as
a
matter
of
fact,
I
don't
even
have
mine
open
here,
you
may
want
to
go
ahead
and
open
that
just
so,
you
can
quickly
access
it.
Now
again,
if
you're,
driving
or
you're
doing
something
through
your
phone,
and
you
can't
do
that.
It's
okay,
we
can
we'll
still
figure
it
out
and
you
can
still
participate
all
right.
A
A
Okay,
and
so,
let's
think
about
our
last
two
sessions
session,
one
was
on
empathy
and
session.
Two
was
on
decision
making
and
specifically
the
role
that
unconscious
bias
plays
in
decision
making
and
both
sessions
had
should
have
had.
I
hope
they
did
had
an
underlying
theme
of
emotional
intelligence,
because
emotional
intelligence
is
a
critical
component
of
managing
and
leading
during
uncertain
times
and
and
naturally,
empathy
is
one
sub-scale
of
emotional
intelligence
and
the
decision-making
is
another
sub-scale
of
emotional
intelligence.
So
there
is
kind
of
like
this
strong
foundation.
A
Now,
heads
up
like
40
minutes
of
the
content,
is
on
assessing
and
there's
a
reason
for
that
right,
because
that
is
probably
the
most
important
step
in
this
whole
process.
Then,
like
I
said,
we're
going
to
have
three
fun
exercises
that
we're
going
to
complete
as
a
group.
So
we're
not
going
to
do
small
breakout
sessions,
we're
going
to
do
it
collectively
as
a
group,
and
so
if
you
do
need
to
leave
at
the
end
of
the
60
minute
mark
totally
fine.
We
understand
we
are
recording
the
session.
A
So
if
you
want
to
come
back
and
listen
to
the
last
30
minutes,
that's
okay
and
I
appreciate
it
of
you
even
being
able
to
join
us
for
the
first
60
minutes,
and
I
will
have
a
stopping
point
at
the
60-minute
mark
to
kind
of
close
out
before
we
transition
to
the
last
30
minutes.
Okay,
so
let's
get
started.
A
Okay.
The
first
step
in
my
recommended
communication
process
is
to
assess
and,
more
importantly,
I
want
you
to
first
assess
your
personal
communication
style
now.
I
always
recommend
assessing
your
communication
style
to
all
leaders
and
managers,
regardless
at
certain
or
uncertain
times,
and
so
hopefully,
some
of
you've
already
been
through
this
process
and
and
you're
really
familiar
with
kind
of
what.
A
These
steps
can
be
done
pretty
quickly
and
if
you
do
them
enough,
they
come
pretty
second
nature
to
you
and
you
should
be
able
to
work
through
them
pretty
quickly.
So,
let's,
let's
do
just
that.
Let's
quickly
assess
so
there's
many
communication
style
models
out
there
and
again,
like
I
said
I
could
give
you
a
whole
week
presenting
you
all
these
different
models.
A
A
A
A
Okay,
if
you're
more
data,
more
of
a
data
communicator,
you
may
say
something
like
well.
Our
satisfaction
scores
are
up
to
22
this
year,
but
if
you
tend
to
be
more
of
an
emotional
communicator
or
communicating
more
with
emotions,
you
may
say
something
like.
I
feel
like
we're
off
to
a
good
start
this
year.
A
A
A
Good,
okay,
I
was
waiting
for
somebody
to
say
it
depends
and
christine
you
did
it.
That's
awesome,
yeah
and
if
you
say
it,
it
depends.
That's
totally!
Okay,
because
if
you're
saying
it
depends
that
signals
to
me
that
you're,
aware
of
your
communication
style
and
you're,
aware
that
you
may
need
to
adjust
that
style
as
needed
depending
on
the
situation.
That's
awesome
all
right.
A
A
A
A
So
you
see
it's
very
linear,
like
you
think
in
steps.
This,
then,
that
than
that
than
that,
and
you
communicate
in
that
way
or
you
may
be
more
free
form-
and
you
may
say
something
like
the
well-being
of
our
constituents
is
important
and
we
need
to
know
how
they
feel
that
tends
to
be
a
little
bit
more
free
form,
you're,
making
a
general
statement,
you're
communicating
a
general
statement
rather
than
the
steps.
A
A
A
A
Okay,
so
now
that
you
have
a
little
bit
of
an
awareness
now,
hopefully
most
of
you
have
already
kind
of
known
this
about
yourself,
but
if
not
that's
okay,
and
now
that
we
have
this
awareness
of
your
emotions
versus
data
in
your
linear
versus
free
form,
let's
go
a
little
bit
further
and
see
how
the
combination
of
those
two
may
describe
your
communication
style.
Okay.
A
A
A
And
those
of
you
kind
of
in
this
quadrant
you
like
very
specific
language,
and
you
cannot
stand
vague
language
like
when
people
come
in,
it's
kind
of
like
wishy-washy.
You
want
more
of
the
specific
language
and
you
may
have
a
little
bit.
You
may
have
little
patience
for
a
lot
of
feeling
and
emotional
words.
A
Okay,
some
of
you
good
okay.
So
let's
go
to
the
next
one.
This
is
intuitive
and
an
intuitive
communicator
tends
to
be
unemotional,
or
maybe
data
driven
more
driven
by
data,
but
yet
free
form
in
their
communication
style.
So
those
of
you
who
are
more
of
an
intuitive
communicator,
you
like
the
big
picture
and
you
avoid
getting
bogged
down
in
the
details.
A
A
A
A
A
All
right,
let's
go
to
the
functional
now.
A
functional
communicator
is
someone
who
communicates
with
more
emotions,
but
is
linear
with
their
communication.
So
folks
that
kind
of
fall
in
this
bucket
you
like
process,
you
like
details,
you
love
timelines
and
you
love
well-defined
plans
and
when
you
communicate,
you
like
to
use
step-by-step
instructions,
so
you
make
sure
that
nothing
is
missed.
Okay,
so
is
that
any
of
you.
A
Yes,
the
pro
of
being
a
functional
communicator
is
that
you
tend
to
focus
on
details
and
the
details
are
rarely
missed,
so
you're,
definitely
the
detailed
person
on
the
committee
or
the
team.
However,
the
downside
is,
is
you
may
lose
the
attention
of
your
audience,
because
you
share
too
many
details.
A
Okay,
is
that
any
of
you?
If
yes
go
ahead
and
let
me
know
yeah,
some
of
you
are
probably
chuckling,
because
you
know
people
in
your
offices
who
are
these?
If
they're,
not
you
right
now,
the
pro
of
being
a
personal
communicator
is
you
tend
to
be
a
really
good
listener
of
both
verbal
and
non-verbal,
so
you're
really
good
at
picking
up
vibes
that
other
people
may
not
be
picking
up
on.
A
However,
the
con
is
that
you
may
be
viewed
as
being
too
emotional
all
right,
so
this
is
just
again
one
of
many
communication
models
out
there
and
I'm
just
using
this
model
to
show
you
an
example
of
how,
when
you
can
better
assess
your
communication
style,
you're,
better
prepared
to
communicate
during
times
of
uncertainty
all
right
now
in
an
effort
to
help
you
identify
your
communication
style
in
more
detail.
I
also
provided
you
with
the
complementary
complementary
link
to
the
talent,
insights
assessment.
This
is
what
angela
sent
to
you
prior
to
today.
A
Some
of
you
had
a
chance
to
take
it
and
that's
awesome.
But
if
you
have
not
it's
okay,
you
can
still
complete
the
assessment
after
the
session
and
I'll
probably
keep
it
open
for
another
full
week
or
so,
and
it
should
only
work
with
your
email
addresses,
so
I
don't
recommend
sending
it
to
other
people.
Like
let's
say
you
love
it
and
you
want
your
spouse
to
take
it
or
you
love
it,
and
you
want
your
child
to
take
it.
A
Some
of
you
may
have
taken
other
disk
assessments
and
disc
measures,
your
behavioral
style.
It's
not
your
personality,
people
always
call
it
a
personality
test,
and
it's
not
your
personality.
It's
your
behavioral
style!
How
you
behave
and
knowing
more
about
your
behavioral
style
and
motivators
can
impact
your
communication
style.
So
that's
why?
If
you
look
at
this
chart
on
your
screen
and
also
in
your
participant
guide,
there's
all
kinds
of
information
you
can
learn
from
the
disk,
but
one
of
the
many
cool
things
you
can
find
out
is
your
communication
style.
A
If
you're
a
high,
I,
which
means
you're
high
influencing
you,
tend
to
communicate
in
more
of
a
motivational
or
inspiring
way
if
you're
a
high
steadiness,
which
I
should
tell
you,
between
this
session
and
the
last
session
that
angela
and
I
had
with
a
different
cohort,
there's
a
lot
of
you
which
made
me
chuckle,
because
you
all
clearly
have
something
in
common.
A
lot
of
you
scored
high
in
steadiness,
which
means
you
like
routine
and
structure.
A
A
A
It's
so
cool
it'll
provide
you
with
recommendations
on
how
to
communicate
with
you
and
how
not
to
communicate
with
you
and
I'll
have
to
share
with
you
all.
I
had
my
husband
take.
This
we've
been
together
20
years
right
and
I
got
his
results
and
I
was
like
babe.
This
says
how
not
to
communicate
with
you
he's
like
yeah,
and
I
was
like
that's
how
I
communicate
with
you
he's
like.
No,
I
know
you
do
it
all
the
time
and
I
was
like
well.
Why
didn't
you
tell
me?
A
Well,
I'm
a
high
dominance,
surprise,
surprise
and
he
was
like
what,
if
it
mattered
anyway,
if
I
had
told
you-
and
I
was
like
okay
touche,
but
now
that
I
know
that
this
is
how
he
likes
to
be
communicated
with
and
how
not
to
communicate
with
him.
I've
made
a
conscious
effort
to
try
to
communicate
with
him
differently
right
and
then
on
page
11
in
that
46
page
report.
A
A
Okay
and
again,
it's
great-
if
you
could
do
this
before
uncertain
times,
because
this
is
really
beneficial
in
everyday
leadership,
management,
effectiveness.
But
again,
if
you
haven't
yet
it's
okay,
it's
not
too
late.
So
this
is
kind
of
similar
to
the
five
love
languages
that
I
think
we've
mentioned
in
previous
sessions.
A
A
A
A
Yes,
that
means
you
may
need
to
communicate
the
same
message
in
multiple
different
ways,
and
this
is
where
you're
coming
in
and
you're
like
listen.
I
don't
have
time
for
this.
Well,
it's
critical
that
you
do
this.
Okay,
in
your
participant
guide,
I've
listed
some
common
communication
styles
that
you
may
see
in
your
workplace
and
I
provided
you
with
recommendations
on
how
to
communicate
with
them.
We're
not
going
to
go
through
them
in
detail
today.
I
thought
I
would
just
provide
you
with
that
resource
for
after
the
session.
A
Unless
you
know
that
you
can
keep
your
guide
in
a
secure
place,
for
example,
there's
the
assertive
communicator
there's,
the
passive
aggressive
communicator
there's,
the
aggressive
communicator,
the
manipulative
the
submissive-
and
I
don't
know
about
you,
but
I
can
put
names
next
to
every
single
one
of
these,
and
so
this
is
just
a
little
tool.
I
wanted
to
give
you
that
that
you
can
kind
of
read
through
and
and
maybe
get
some
some
nuggets
out
of
it
on
how
what
to
do
and
what
not
to
do
with
those
people
but
back
to
the
disc.
A
I
think
this
is
really
important
to
know
how
people
want
to
be
communicated
with
around
you.
So,
for
example,
let
me
go
to
this
next
screen,
I'm
a
high
d,
and
so
this
46
page
disk
assessment
results
will
tell
you
how
to
communicate
with
me
as
a
id.
Now,
if
you
worked
with
me-
and
let's
say
I
was
your
manager,
this
could
be
really
impactful
for
you
to
know
how
to
communicate
with
me.
A
So,
for
example,
me
being
a
heidi,
you
need
to
be
direct
brief
and
to
the
point,
don't
come
in
and
shoot
the
with
me
don't
come
in
and
talk
to
me
about
my
weekend.
No
you
for.
Let
me
let's
even
back
up
if
you're,
going
to
communicate
with
me
number
one.
You
schedule
a
meeting
to
meet
with
me.
Don't
catch
me
on
the
fly
on
the
way
to
a
meeting
you
schedule
a
meeting,
no
more
than
15,
maybe
20
minutes
you
come
in
with
an
agenda.
A
You
get
to
the
point
you
come
in
with
recommended
solutions,
and
then
you
leave
because
being
a
high
d,
I'm
very
results.
Oriented
now.
Can
you
imagine
that
if
you
worked
for
me-
and
you
didn't
know
this
or
you
weren't
aware
to
this
and
you
catch
me
in
the
hallway
and
you're
like
hey,
how
was
your
weekend?
B
A
B
A
Kind
of
having
this
problem,
I
have
no
patience
for
that
and
we're
not
going
to
mesh
well
right
and
so
there's
all
these
different
pointers
on
how
to
communicate
with
a
high
s
a
high
c
high
d,
a
high
I-
and
it's
really
not
that
hard
to
quickly
pick
up
on
behavioral
style,
especially
when
it
comes
to
the
disc
okay.
So
the
more
you
know
about
the
people
you're
working
with
the
easier
it's
going
to
be
for
you
to
adjust
your
style
and
that's
going
to
make
you
be
more
productive
and
more
efficient
all
right.
A
A
So
far,
many
of
you
who've
taken
this
assessment
already,
there's
a
lot
of
you
who
are
high
theoretical.
You
like
to
read
you
like
to
learn
and
that's
what
motivates
you
right
so
when
you're
communicating
with
a
high
theoretical,
you
may
refer
to
oh
yeah.
I
read
this
thing
in
the
harvard
business
review
and
there's
this
article
so
on
and
so
on.
A
A
Okay,
these
are
the
people
who
do
not
have
a
million
kitchen
gadgets
in
their
kitchen.
They
have
one
set
of
measuring
cups
because
that's
all
they
need
right,
they're,
very
simple
people
and
again,
if
you're
communicating
with
a
high
utilitarian,
you
have
to
show
value
and
what's
in
it
for
me-
and
why
is
this
worth
my
time,
then
you
have
high
aesthetic
people
and
high
aesthetic
people
care
a
whole
lot
about
their
surroundings
and
the
vibe
and
the
energy
and
the
environment.
A
A
So
when
I
walk
into
a
hotel,
I'm
looking
around
to
make
sure
it's
clean
make
sure
it
was
worth
my
money
make
sure
they
gave
me
the
right
room.
He
walks
into
a
hotel
and
he's
like
babe.
Look
at
that
whole
back
wall
of
windows.
Isn't
that
kind
of
cool?
How
we
have
a
panoramic
view
and
it's
just
because
he's
wired
differently
right.
So
if
you're
communicating
with
a
high
aesthetic,
you
may
go
for
a
walk
to
talk
with
them
right
and
you
find
the
right
kind
of
setting
in
the
environment
to
talk
with
them.
A
Then
you
have
someone
who's,
social
and
social
is
not
necessarily
like
outgoing
social.
A
social
is
somebody
who's
motivated
by
helping
others
and
having
impact
on
society,
so
they
care
a
lot
like
they're,
the
type
of
people
who
take
the
shirts
off
their
backs
to
help
other
people
you
have
high
individualistic
and
knowing
the
folks
that
you
all
work
with.
A
A
Now
that's
my
number
one.
My
number
one
motivator
is
power.
My
number
two
is
theoretical
and
then
my
number
three
is
utilitarian.
You
usually
want
to
look
at
the
top
three
when
you're
communicating
with
somebody
who's
a
high
individualistic.
You
know
what
you
do.
You
stroke
their
ego
wow.
That
was
such
a
great
speech
that
you
gave
yesterday
you're
such
an
expert
in
that
field.
A
They
they
care
about
that
and
that's
how
you
communicate
with
them
and
then
the
last
one
is
traditionals.
These
folks
are
focused
on
tradition
and
legacy
and
methods.
So
these
are
the
people
that
around
the
holidays,
they
keep
tradition
so
like.
If
you
go
to
grandma's
house
on
christmas
eve
and
you
eat
a
certain,
let's
say
you
have
prime
rib
you're
going
to
go
to
grandma's
house
on
christmas
eve
and
prime
eat
prime
rib,
where
someone
who's
a
low
traditional,
would
come
in
and
be
like.
A
A
A
A
B
A
Okay,
the
next
question
should
be
who
should
communicate
this
information
based
on
the
context
of
the
information?
Is
it
the
senior
leader?
Is
it
direct
supervisors?
Is
it
from
a
colleague?
Is
it
from
the
director
of
hr?
Who
is
it
because
a
lot
of
times
people
read
into
who
the
message
is
from
and
or
the
message
is
lost
like
it
comes
from
a
senior
executive
leader
and
really
it
would
have
been
more
efficient
if
a
direct
supervisor
had
communicated
it
third
question:
how
quickly
does
this
information
need
to
be
communicated?
A
A
A
What's
going
to
be
your
next
message
and
what's
the
bigger
picture
in
all
the
messages
putting
together
and
a
lot
of
people
didn't
have
a
communication
plan
and
that
kind
of
left
their
people
hanging
through
the
pandemic
and
then
the
last
part
of
assess,
remember
I
told
you
this
was
going
to
be
the
majority
of
it.
Look
we're
right
at
the
40
mark,
40
minute
mark
here,
and
I
told
you
that
you
want
to
consult
with
others,
and
you
basically
want
to
ask
those
same
questions
but
ask
it
of
others.
A
A
Because
in
talking
to
a
lot
of
people
who
made
some
communication
blunders
had
they
consulted
with
other
people,
they
could
have
avoided
the
blunder
from
day
one
and
so
in
your
participant
guide.
I
have
this
section
to
the
side
where
I
want
you
to
list
the
names
of
people.
You
would
feel
comfortable
consulting
with
I'm
having
you
do
this
again,
because
I
know
what
you're
saying
to
me:
you're
like
melissa.
I
just
don't
have
time
to
do
all
this.
You
are
absolutely
crazy.
You
have
lost
your
mind.
A
A
A
A
And
during
uncertain
times,
it's
important
that
you
don't
directly
or
indirectly
communicate
the
message
of
business
as
usual.
It's
really
important
that
you
recognize
and
acknowledge
the
uncertainty
that
people
are
functioning
in.
Okay.
The
other
thing
is:
don't
hide
bad
news.
I
tell
leaders
all
the
time.
Take
the
hit
today
for
reputational
gain
later,
there's
nothing
worse
than
when
people
find
out
later
that
you
knew
the
bad
news
weeks
or
months
before,
and
you
didn't
share
it
with
anybody.
A
Okay
and
also,
I
caution
leaders
about
being
too
optimistic,
and
we
saw
this
a
lot
when,
when
all
the
uncertainty
began,
I
I
tell
them
they
need
to
have
what
I
call
bounded
optimism,
it's
being
optimistic,
but
you
also
have
to
be
realistic,
like,
for
example,
how
many
of
you
thought
that
this
pandemic
would
have
lasted
this
long
when
it
first
started,
I
sure,
as
heck
didn't
and
mental
health
counselors
are
actually
telling
people
to
not
put
timelines
on
the
pandemic
or
this
uncertainty.
It's
not
healthy.
A
A
It
was
awesome
that
they
told
us
what
they
were
doing
to
learn
more,
but
what
we
need
to
know
is
how
so
when
you
say
we
will
get
through
this
together,
how,
when
you
say,
we're
going
to
downsize
our
workforce,
how,
when
you
say
we're
going
to
transition
from
a
remote
working
environment,
to
coming
back,
to
face
to
face
to
face
on
site
how
people
want
to
know
the?
How
so
make
sure
you're,
not
forgetting
that
piece
of
it
right
now?
A
A
Empathy
and
compassion
is
so
critical
during
uncertain
times
and
remember.
Empathy
is
the
number
one
emotional
intelligence
scale
that
is
most
important
to
employees
when
they're
thinking
about
their
managers
and
leaders.
So
if
you
have
nothing
else
to
give,
you
give
empathy
okay.
So
how
is
this
play
into
communication?
A
So
when
you
have
a
communication,
whether
it's
verbal
virtual,
like
in
a
meeting
like
this
or
in
an
email,
always
prepare
remarks
that
display
empathy
and
compassion
be
ready
every
meeting
you
have,
I
even
did
at
the
beginning
here
today.
Thank
you
so
much
I
know
you
all
are
busy.
This
is
crazy
times
we're
under
a
lot
of
stress,
but
thank
you
for
being
here
be
prepared
to
say
something.
Empathetic
and
compassionate.
A
Many
employees
of
these
successful
organizations
have
reported
positive
feedback
with
regarding
the
frequency
of
communication,
but
anytime
you're,
hearing
feedback
from
people
who
are
giving
kind
of
negative
feedback.
It's
because
they're
saying
they
don't
know.
What's
going
on
and
I'm
hearing
managers
expressing
to
me
saying
yeah
but
melissa
I
don't
want
to.
I
don't
want
to
annoy
them
right.
I
feel
like
I'm
over
communicating
during
or
uncertain
times.
A
There's
no
such
thing
as
over
communicating
you
always
want
to
err
on
the
safe
side
and
communicate
communicate,
communicate,
but
it's
important
that
you're
also
infusing
that
empathy
into
this
step
as
well.
So
when
you
do
communicate
with
them
start
your
regular
communications
that
you
have
with
touching
base
do
not
have
business
as
usual.
A
A
Listening
is
an
extremely
important
communication.
Skill
and
people
forget
about
that
all
the
time,
so
listen,
learn
and
improve,
and
this
is
especially
important
as
we're
navigating
these
uncertain
times
of
the
civil
rights
movement
motivated
by
black
lives
matter.
A
lot
of
leaders
are
like
what
what
do
I
do
and
like
how
do
I
communicate
that?
A
I
care-
and
I
said
first
thing
you
need
to
do-
is
you
need
to
listen,
and
you
need
to
make
sure
that
everybody
knows
that
you're
listening
and
you're
available
to
listen,
and
you
want
to
lead
with
intention
with
positive
intention
for
that
matter.
You
want
to
communicate
in
very
non-defensive
and
pathetic
ways.
Try
to
keep
a
positive
tone
to
all
of
your
communications
that
go
out,
no
matter
how
grumpy
you
are
no
matter
how
bad
of
a
day.
A
This
is
where
your
emotional
intelligence
really
needs
to
step
up,
and
you
need
to
have
a
positive
tone
to
your
communication
and,
lastly,
don't
be
afraid
to
be
the
role
model,
to
show
others
that
you're
going
to
make
mistakes
and
you're
human
and
so
communication
blunders
are
going
to
happen
and
when
you
are
that
role
model
and
you
own
up
to
them
and
you're
like
you
know
what
you're
right,
I
did
not
communicate
that.
Well,
let
me
try
this
again.
A
It
shows
and
signals
to
people
that
you're
willing
to
improve
and,
if
you're
being
empathetic,
they
will
exchange
that
empathy
back
okay
and
then
my
last
three
points
again.
This
goes
back
to
the
civil
rights
movement
that
that
we're
in
right
now-
and
this
is
actually
coming
from
catalyst.org,
which
is
an
amazing
website,
as
you
navigate
your
way
through
these
uncertain
times,
learn
from
your
mistakes
and
find
ways
to
do
what
what
they
call
flip.
The
script
find
ways
to
be
a
better
communicator
and
what
they
mean
by
this.
A
More
now
than
ever.
Your
words
and
actions
are
so
important
and
people
are
paying
attention
to
everything
you
say
and
do
so.
You
have
to
be
very
careful
and
very
selective
with
your
words
and
your
actions,
and
so
we're
going
to
have
an
exercise
in
these
this
next
30
minutes,
where
I'm
going
to
give
you
everyday
comments
that
people
make
and
don't
think
there's
any
harm
done
by
it.
A
So
you
can
be
accountable
because
I
promise
you
each
and
every
one
of
you
you're,
saying
things
whether
it's
today
or
yesterday,
or
last
week,
you're
saying
things
or
doing
things
that
could
be
offensive
to
somebody
right
now
and
most
of
us
are
not
doing
it
intentionally.
This
is
our
unconscious
biases
remember,
and
so
you
need
to
really
be
tuned
into
that
and
find
ways
that
you
can
flip
the
script
change
your
vernacular.
A
So
this
is
where
we're
going
to
stop
at
the
60
minute
mark.
I
presented
you
with
the
four
step
process
and
again
yes,
that
first
step
of
assessment
is
very,
very
time
consuming,
but
it's
the
most
important
and
so
we're
going
to
transition
to
the
exercises.
But
I
wanted
to
use
this
as
a
stopping
point.
So
angela,
if
you
want
to
come
in
and
say
a
few
words
and
then
we'll
transition
to
the
30
minutes,
absolutely.
B
I
also
wanted
to
share
and
you
can
see
on
the
slide
deck
melissa
is
offering-
and
this
is
part
of
your
participation
in
the
program-
is
she's,
offering
a
emotional
intelligence
assessment
as
well
as
a
one-hour
coaching
call,
and
the
purpose
of
the
coaching
call
is
to
talk
about
what
you
want
to
talk
about,
but
also
to
debrief
and
talk
through
the
eq
assessment.
I
we
both
want
you
to
know
when
you
take
the
assessment
and
melissa
correct
me.
If
I'm
wrong,
the
results
will
not
be
automatically
shared
with
you.
B
A
B
Different
than
the
communication
assessment
or
the
the
behavior
assessment
you
just
took
once
the
you
take,
the
assessment
melissa
will
review
the
results
and
then
she
will
share
them
with
you
on
the
coaching
call.
So
I
just
wanted
to
be
clear
on
that:
it's
not
something
that
you'll
receive
ahead
of
time
and
and
then
just
think
about
before,
and
there's
reasons
is
melissa.
If
you
want
to
share
why
that
is
yeah.
If
you
want
to
talk
a
little
through
about
the
assessment
process.
From
your
end,.
A
Yeah,
so
emotional
intelligence
is
very
personal
to
you
and
because
I'll
share
with
you,
when
I
first
took
my
emotional
intelligence
assessment,
I
was
embarrassed
by
my
results,
and
so
this
is
very
personal.
The
assessment
that
I
use
is
called
the
eqi
2.0
and
it's
actually
a
legit
psychological
assessment
that
actually
measures
your
emotional
intelligence.
A
I'm
then
going
to
email
you.
So
I
recommend,
because
this
is
personal
and
confidential,
you
may
not
want
to
use
your
work.
Email
address
like
you
may
want
to
give
me
a
gmail
or
a
hotmail
or
whatever
email
you
use
today,
comcast
whatever
it
is.
I
will
reach
out
to
you
via
that
email
address
that
you
provide
and
I
will
send
you
an
informed
consent
form.
A
I
do
this
because
I
want
you
to
know
that
your
results
are
100
confidential
and
they
will
not
be
shared
with
anybody
and
the
informed
consent
tells
you
all
of
that
and
then
anything
that
we
talk
about
during
our
one
hour.
Debrief
session
is
just
between
me
and
you,
and
it's
for
coaching
purposes,
is
to
help
you
be
better
as
leaders
and
managers,
and
so
once
you
sign
that
informed
consent
and
I
have
your
consent.
A
I
will
then
send
you
the
link
for
you
to
take
the
assessment
it
takes
about
15
minutes
to
complete
and,
like
I
said
you
don't
get
your
results
right
away,
because
I
don't
want
you
to
get
your
results
and
then,
like
eight
weeks,
go
by
before
me
and
you
can
meet.
I
want
you
to
get
your
results
like
a
week
before
we
can
meet,
so
you
can
review
them
and
we
can
prep
because,
let's
just
say,
let's
just
say,
you
scored
really
low
on
empathy
and
then
you're
like.
A
A
I
just
want
to
make
sure
when
you
get
those
results
me
and
you
can
meet
in
the
near
future,
so
I
can
go
over
them
with
you
and
we
can
talk
about
them
and
nobody's
quitting
their
jobs
tomorrow
unless
you
win
the
lottery.
Okay
and
so
again,
angela
will
email
you
with
all
of
these
steps
and
the
information.
And
again
I
recommend
not
using
your
work
email
if
you
truly
want
to
keep
it
as
confidential
as
possible.
A
Okay,
and
thank
you
if
you
have
to
leave.
Thank
you.
I've
enjoyed
my
time
with
you.
I've
learned
a
lot
about
your
industry
and
your
professions
and,
if
there's
anything
I
can
ever
do
to
be
a
resource
for
you,
you
have
my
contact
information
and
if
you
lose
it
just
reach
out
to
angela
and
have
a
happy
holiday
and
good
luck
with
your
transitions
that
all
of
you
are
going
through
in
the
next
few
months,
stay
safe
and
stay
healthy.
B
Thanks
melissa
and
yes
go
ahead
and
email
me
and
I'll
send
out
a
note
after
the
call
too,
because
I'm
seeking
your
feedback
about
the
series
as
well
but
feel
free
to
email
me
or
you
can
put
a
private
message
me
in
the
chat
and
I'll
make
sure
to
add
you
as
well.
So
if
you're
interested
just
let
me
know,
I
pass
your
name
off
to
melissa
and
then
it's
a
conversation
between
the
two
of
you.
So
with
that.