Coffee Shop Connections
Coffee Shop Connections
Part 2 of 3: Mastering Win-Win Agreements, Reflective Listening and Synergy in The 7 Habits of Highly Effective People
Are you tired of settling for less in negotiations? Do you often feel unheard in conversations? Well, brace yourself for a transformative journey as we continue our exploration of Stephen Covey's Seven Habits of Highly Effective People. Focusing on habits four, five, and six, we dissect the concept of win-win agreements, reflective listening, and the power of synergy.
Ever wondered why some conversations end in a deadlock while others result in amicable solutions? As we navigate the complex terrain of Covey's fourth habit—win-win agreements, we'll illuminate how to foster a sense of mutual benefit in various aspects of life. From business partnerships to family dynamics, we unravel the importance of not just winning but creating agreements where everyone wins. Next, we delve into the pivotal role of listening to understand, not just reply—a crucial aspect of habit five. We discuss why it's more beneficial to ask questions than provide statements to uncover the root cause of a problem. Through reflective listening, we highlight how everyone can feel heard, leading to win-win solutions.
Finally, we embark on habit six—synergize. Here, we shed light on the importance of bringing your unique voice to the table and actively listening to others. From trying new things to understanding before being understood, we provide practical tips to foster synergy and collaboration in both personal and professional settings. If you're looking to enhance your effectiveness or just curious about these widely acclaimed habits, join us for a conversation that promises not just insights but transformative practices.
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Welcome back to Coffee Shop Connections. We have a great episode in store for you today. We have part two of our three-part episode of the Seven Habits of Highly Effective People. Please grab your cup of coffee, a biscotti, and enjoy the episode.
Speaker 2:Welcome back to another episode of Coffee Shop Connections. I'm Erin here with my co-host, ashley, following up on the Seven Habits of Highly Effective People, part two of three, and I'm just ready to dive into it. Ashley, how are you doing today?
Speaker 1:I'm doing great. I'm ready to dive into this, too Ready to hit, I think, four, five and six, of right, that's what we were talking about. Four, five and six today. Yeah, habits, four, five and six. Pretty excited about that, excited about, you know, running on fumes like I do, you know, added two furry friends to our pack and so they don't sleep. It's great, get the kids settled. Now it's the dogs, but I'm very excited to talk about this. I'm also really excited to actually kind of talk about the beginning of. I was able to watch the NWSL championship game at least the first half and need to talk about the hype video that they had, because it was fantastic. Motivation Monday definitely needed. And then the heartbreak of actually seeing that Achilles just pop on Rapinoe. It's like not even three, it wasn't even three minutes in.
Speaker 2:I was just like, oh yeah, that's what I was saying, like it, just like I'd only seen the clip right.
Speaker 1:So I was like, oh man, that just is brutal Watching it live, like I was waiting for it and then just to see it because no one's around her. Oh, my heart just broke four. Like I think it was different watching from them, like seeing the clips and like hearing about it and actually sitting down and watching it and I was like, oh, she knew, like I mean she like face planted too, like she went to pivot and it just and, oh man, porpoise.
Speaker 2:And then did you know, as your like, athletic training background. Really, oh, that's yep.
Speaker 1:And even with like oh, when Aaron Rodgers did his, I remember going back and watching. I kept going where the heck what happened? Like because his was he was so fumbled and people to try to figure out what actually happened Because it wasn't a big hit. You're just like what is going? But when you, when you there's a clip of it, it's slow mo's and you can see him like push off on his toes and you see the calf just go and so yeah, you're like, okay, that's the only thing it could be is like something pop, you know, like the rupture.
Speaker 1:So there's been some real. I'm one of those weird folks because of the athletic training background, right Like I go back and I rewatch the injuries because I'm like where did it happen? Because I can see it, and then I can be like oh, I think this is what it is, it's one of my favorite.
Speaker 2:Try to diagnose via television. Yes, and.
Speaker 1:I do it on the sidelines too, when I go to games like it like I'm like oh no, this is. This person is down. What's going on? I'm watching the trainer.
Speaker 2:Well, that's why I like to call and ask you about my random ailments. I'm like, hey, my knee is hurting. Do you think it's possibly this? And you're like yep, tell me about it.
Speaker 1:Yep, yep, probably this Probably old age. Don't do your meniscus.
Speaker 2:Try these exercises, try this, you're just getting old.
Speaker 1:Got an ankle injury. Let me you send me so I can send you some some. Get you back, you know, on the sideline or on the field and do some four way therabands and balance. You be all set, get your tape to begin, focus on your mobility, focus on mobility. Mobility is huge, which is really funny because when we played we didn't do much on mobility or anything and I was like if we trained, if they trained us like we did, if they trained us like they do people now I'd be a much better athlete, I think.
Speaker 2:Yeah, I mean I'm sure a training nutrition. Just my nutrition college was terrible, the whole nine yards. Right, I mean it, just it's a different game now, oh yeah, it's a different world. But you just, I like, like every other industry is just as the iterations of improvements and the continuous improvement over time. And you look at it and you're like I can't believe we're doing this now when compared to 30 years ago.
Speaker 1:I know the fact that we can say that is scary it makes me scared for the future?
Speaker 2:It does.
Speaker 1:I'm a little like where are we going with this? But to go back to the game, the game's really good. The first half talk about action, talk about just like back and forth. It was awesome. Now I need to finish it. So that's my goal for this week Finish the second half of that game.
Speaker 2:Well, other big news right Sokka related and the Hayes.
Speaker 1:I know what a get.
Speaker 2:What a get. Not only is she just an all star professional coach, but breaking barriers, building her own buildings with her salary negotiations no getting highest paid women's coach ever Right? Is that correct? I thought I read highest paid coach ever. I don't know I might need to fact check that. We might need to fact check that. But good for her, exciting for the program moving forward. Interesting to see what'll happen in Paris.
Speaker 1:I know Cause she only starts like two months before, so it will be.
Speaker 2:Yeah, you're not, you're just self sustaining at that point.
Speaker 1:That's what you're doing, yeah.
Speaker 2:We'll see.
Speaker 1:We'll have Olympics podcast this summer. Motivation.
Speaker 2:Motivation.
Speaker 1:Yeah, but anyways, but more to that later. But how's your morning? How are you doing? How's your morning going?
Speaker 2:Oh man, I am so grateful for coffee. As always, I'm drinking my standard Kodiak coffee. I didn't do the grocery shopping this weekend because I was trying to clean the house and so I sent everybody else out to the store so I could actually clean and things you can do when the kids aren't in the house. Yeah, I was gifted with a French roast Kodiak French roast and it's a darker roast than we normally get.
Speaker 2:We're normally like a medium medium bodied, and so I'm excited about it. It's got some toffee undertones, pretty good. I'm still waiting for that USPS box. Ashley just saying.
Speaker 1:It's sitting in my car. It's made it to the car, though.
Speaker 2:Baby steps.
Speaker 1:It's made it to the car Guess what? It can definitely get taken care of this week. So we'll have time to do that. But yeah, it is. I'll shame you on the podcast until then. And then you'll have, like you know, all these different coffees, ranging from little bits because I liked it and I tried saving you some, and then bigger bags because I couldn't keep up. You know you can have a variety, get ready.
Speaker 2:Get ready.
Speaker 1:You're also gonna get a book too.
Speaker 2:I'm sending you a book. What book am I getting?
Speaker 1:The Hopeful Brain.
Speaker 2:Oh, don't you know I it's probably already packaged now. I bought one on Amazon for like two bucks. What? Oh, okay, I was so excited about it. Ashley and I have been talking about Paul Baker yeah, a whole bunch of different neuroscience stuff and I started geeking out one day and so she told me the Hopeful Brain was a book to get. Right after that I went on Amazon and found a use book which is like it is, in pristine condition. It looks brand new, like spine has not even been broken. I think I'm on the second page. That's a little. I saw it. I haven't Like it just came. It just came.
Speaker 1:I need to be in the right mindset you gotta be in the right mindset, I gotta be in the right position.
Speaker 2:And I keep getting interrupted and like I wanna like really read this and not just skim it.
Speaker 1:It's a for you folks out there. It's a book that really encompasses the person brain model, so like how does like our emotions and our brain really tag from our experiences and how do we give reimbursements, as what Dr Baker calls, how do we give people the opportunities to feel safe in different realms of their lives, in different developmental stages? It's fantastic If you are, maybe you have adopted somebody, maybe you're working with kids and families, maybe you're in the helping fields or anything with people. It's really a great book to see, to read on and even the model check his model out person brain model of how do you really interact with somebody and give them positive experiences. And then it talks about the neuroscience of the brain and the neuroplasticity of how our brain changes or our experiences, and it's just phenomenal stuff. It's. I love it. It's great. Check it out.
Speaker 2:We should do it. We should do a book or video on it.
Speaker 1:We should.
Speaker 2:I'm totally aside swiping this one, I just feel like even from a leadership potential, if you have kids or if you're hiring people who have come in, who have had a rough background or maybe not had some of the developmental or foundational milestones met, they'll help you guide them into the labor workforce.
Speaker 1:It's awesome stuff. It's really awesome stuff. I'm excited. Page two You'll get there. You'll get there, and then you'll call me and then we'll geek out about it for a couple hours again. So on to Stephen Covey and seven habits, and now we are on to habit number four. I'm gonna kick it off over to you.
Speaker 2:Yeah, so the first three habits. Again, we're all about your personal self. So finding your vision, knowing your values how are you gonna spend your time? And then how do you manage that so you can actually effectively manage your time? Those are all the first three habits. And then it takes that foundational base and it moves into, now that you know that, how are you successful with other people? And so the first one that we'll talk about today is win-win habit four win-win and we grew up in such a competitive environment. It's win or lose.
Speaker 2:Non-stop right Like did you win the game? Did you lose the game? You can watch kids interacting. There's this innate competitive nature that comes in. They will turn anything into a competition. Who can get their socks on the fastest? Who's first in line at school? Did they win the game? You're like we're not even keeping score of the game. We're like well, I wanna know if I won. There's just a competitive drive and it's all good. I'm not saying competition is bad. I love competition, we love competition. I think that's very appropriate.
Speaker 2:However, in this book there was a quote that I really liked, and it says in the long run, if it isn't a win for both of us, we both lose. And how I relate that to business or life. We did this a lot, and I see this done a lot in business, where you squeeze your vendor for every cost savings that you possibly can, which makes sense, right, you need to keep your margins. But if you squeeze your vendors too much, then they can't pay their people, they can't make a profit, right, so then they go out of business and then you have to go find a new vendor. So there's this delicate balance of what's good for you and what's good for me, and so finding a mutually beneficial agreement to the work is really important. So that was just one example of the vendor contract.
Speaker 2:But you know, as funny as I was reading this and thinking through it, I was just thinking supply chain because of my background and we talk about like win-win agreements and like the cost cutting that you have to do and all of this. And I just keep thinking of like if you look at the supply chain of buying a shirt from Walmart, and not only do they have to source the fabric and the material right. So you're going all the way back to the initial raw materials of the cotton. You've got to get the cotton picked, sent over to the factory, get it processed, take that fabric, make it into a shirt, sew it. People are doing this work, I mean, or machines, and then it's probably done in China.
Speaker 1:Let's go on this. It's overseas.
Speaker 2:Because they've bolstered their manufacturing capabilities for this. And then it comes on a big cargo boat all the way across the ocean Over here, goes to the store, gets unloaded in a warehouse, gets put on the shelf and you're paying $5 for it, and I just think about all the things that are being impacted along the way and we've squeezed it all the way through, like it's definitely a win for the consumer, but what is the overall impact for the environment? What is the overall impact for the employees overseas that are making it? And so that, to me, is like not a win-win situation, it's very much a win-lose situation. And Walmart is like obviously a winner because they're making tons of money, right, and so you just think through all of these things.
Speaker 2:So that's why I really focused in on small businesses, local businesses, locally sourced businesses, because not only are you helping yourself, you're buying what you need right, which you don't have to buy a bunch of stuff. More is less. These days, less is more. Words are hard. It's early over here, right, but you're helping those people. So, like you're supporting your local economy, you're supporting your local vendors, you're supporting a family shopping local, and maybe it's because it's really close to Black Friday that I'm focused in on this part of it.
Speaker 2:But if you shop local and you support local right, it's a win. You probably pay more. But think of all the things that go into it and then realize that they're going home and feeding a family. They're going home. Their kid is sitting next to your kid in school. They're actively involved in the community. They're giving back to the community. It just cycles events.
Speaker 1:It's giving back. I mean giving back to the community.
Speaker 2:I think is the biggest piece.
Speaker 1:That is a win-win because it's fostering more relationships within your community, it's where you live, it's helping the economy, it's keeping things local, it's giving food on the table for somebody else, and I think that's a really neat way of looking at it, especially for small business owners, compared to the bigger dogs.
Speaker 2:And there's obviously a bunch of different ways that this applies this win-win agreement through your own family, through business partners, through department managers, and how you approach contract negotiations. I mean it's widespread, but that was the one when I was reading this and I was just thinking through and processing through the win-win agreement. That's the one that I kept going back to and again, it's probably because it's close to the holidays.
Speaker 1:I mean, what brought me up was process change. We're going through you just heard me talk about process change before we hop down here is what's the win-win when you're changing processes and how do you make all these if it's gonna affect a lot of people? You really are looking for that win-win, not a win-lose, not a lose-lose.
Speaker 1:And I don't know how many times it comes up in conversations where we're like wait a second. This doesn't help either party or any of us in this option, so why are we even exploring it? Let's explore something different. So it is a win-win on all faces. But I think that's a huge piece of this too. It's really, it's so transformational I don't even know if that's a word. Ooh, transformational.
Speaker 2:I don't think that's a word. That's a word. There you go. Transformational there we go.
Speaker 1:That you can use it really across anything.
Speaker 2:Yeah, it really is applicable. And I think it really kind of goes into the next one, habit Five of Seek First to Understand, then to be Understood. So, ashley, this is really like your realm, like your wheelhouse.
Speaker 1:This is my bread and butter reflective listening. It's great.
Speaker 1:Not just active listening Not just active listening, reflective listening so this is a big one. Seek first to understand, then be understood. So how often do we actually when we listen to people? We talk to people, we're listening, we're gonna give them a reply. We're not really looking to understand what they're saying or what they're really meaning. And that's what this habit really dives into is to understand what that person you're talking to is needing what they're saying, what they're doing, what they're feeling and then taking that information and then trying to understand it yourself, to be understood.
Speaker 1:When you're solving a problem or working through something Like you could have a bigger picture of things and I love the quote that comes in the book is you've spent years of your life learning how to read and write, years learning how to speak. But what about listening? That comes from Steven Covey and it's so true. We do all of our day. We talk, all day long. We talk, we interact with people, but what are we actually doing? So reflective listening if you're in the helping fields we talk about this a lot, especially in therapy. It goes through with motivational interviewing is how do you really understand somebody else's perspective? How do you sit there and take in everything that you're saying? So A lot of that comes and he talks about it in. He's like when you first really want to start learning how to reflect, to listen or how to understand somebody, watch, don't even say anything, close your ears and just watch what the person is doing. And I thought that was really interesting because it is because you're watching the facial wreck. You're watching the facial features, you're watching what the person is doing with their hands. You can lean into a little bit more of what the person is trying to say. And then he says, okay, now let's listen, cover your eyes, listen with your ears. So then it's getting, it's tuning into your senses to really hear the big picture, and you're not responding, you're just listening for the real meaning of what's behind me in that. And so when you start that, you get into the habit of really understanding what the person means, and it's something that's just being rooted in understand, rooted in empathy, understanding where the person's coming from.
Speaker 1:So when you talk with somebody, you're evaluating, right, like you're evaluating what's going on, what's your perspective, what's my perspective. I might ask questions like I wonder how that would work, I wonder what you're feeling right now. I wonder how that's going to affect you know the chain of command, or I wonder how that's going to affect the process that we put in place. If we change this one little thing on the manufacturing floor, how does that affect everybody else? If we change this one little aspect at the front axis, how does that ripple affect everything else?
Speaker 1:Really, trying to understand what the process is and then use your own experience of what that looked like or what it could look like, and then also interpret what's going on and so I think that's a really big piece is if you can understand somebody where they're coming from, you can have a better way of interacting with them and solving a problem. So, like if you examine your closest relationships, where you really can, like, have deep conversations, you can disagree and then come to an agreement on something. I think that's a big piece of this is really being able to hear the whole thing and really work on your interpersonal skills. This is interpersonal skills.
Speaker 1:101 is reflective listening, and a lot of us in the world don't have it because we're so worried about the reply or what comes out for me or what comes out for you. This is how you solve problems effectively and this is how you solve problems without losing and without having that win lose mentality. This is a win-win approach with reflective listening and, like I said, it's my bread and butter, so I could probably talk about this all day and go a little bit deeper than I probably should, but it's so important though reflective listening.
Speaker 2:It is so brutally important to being successful and to helping other people. I mean, if you can't do that, you're not going to get to the root cause of the problem, because it's very rare that, if you don't have a trusted relationship, someone's going to tell you the exact root cause of the reason that you're having these problems, and so you need to be able to have a conversation where you can dig deeper. And one piece of advice that I got early on in my career was, as a leader, trying to ask triple the amount of questions as you do statements. So, in a conversation, ask three times as many questions as you are giving a statement, and part of that was that reflective listening Like do you have all the pieces of information? Is there something that you're not thinking about that this person hasn't said yet because they haven't had the space or the time or they're still processing?
Speaker 1:Maybe they're afraid of what. The response is going to be based off of previous experiences Like maybe they had a boss that never listened to them or never took what they said, so understanding where that's coming from. So you want to give them a better experience.
Speaker 2:And there's so many times when and not that this is like win, lose, win, win, like you want it to be, win, win, obviously. But people are more willing to open up and even if the solution comes, it's a win win solution. But they weren't keen on it at first. They didn't understand why it was a win for them. By going through the process of reflective listening and talking to them, through it, they felt understood and then they were more likely to come around to your side Because they were heard.
Speaker 1:Yes, they expressed their frustration. Yeah, and I don't know what book it was, but we talked about that in one of the previous books. It might have been one of the Covey books.
Speaker 2:We definitely talked about it.
Speaker 1:It's like even bringing your voice to the table. You need to hear voice, isn't that direction isn't taken. Just having your voice heard can settle a lot of things for somebody, because they believe someone's listening to them.
Speaker 2:And the converse too if you bring something to the table and you don't feel like you had someone to reflectively listen to you, you are not going to bring it to the table the next time, and then you won't have that key piece of information to make a better decision Because you don't feel valued. So yes, I think I remember specifically saying if someone who is normally quiet says something, you really need to listen to that person.
Speaker 1:When a quiet person speaks, you need to listen. That is huge, and we talk about reflective listening even in our day-to-day lives. How often have you said something and go that's fine. Do you want to talk about facial expressions and tone? That's fine doesn't mean that's fine.
Speaker 2:I want to circle. We get a lot of is it fine, though. Is it fine? I get that question a lot. I'm pretty sure it's not fine. You've said to find too many times it's fine, because I tend to say it three times and it gets fine. It's fine, you do what you want. You do what you want. That's not. That's not.
Speaker 1:We'll circle back to that another time, but just something to key into, yeah, which then leads us into the next habit, which is the sixth one. The next time Synergize.
Speaker 2:Synergizing, synergize Such a big, such a buzzword. Let's be honest Synergize is a buzzword. People don't use it nearly as much as they used to it used to be everywhere.
Speaker 2:Yes, yeah, but really trying to put it all together, how do you collectively make it for the for the best? And so some of the key things to know if you're, if you are, synergizing, like what does that feel? Like it feels like you have some energy and excitement, you're seeing things in a new way. Like it just feels like it's clicking, like we talk about the universe and like everything kind of like comes together, like the people that you just need to talk to just suddenly appear and it's like, oh, yes, this is going well. Like all the pieces to the jigsaw puzzle fit in. That is synergizing. And so they have this great chart where it has like a triangle right, so you've got the three sides, so you've got exploring alternatives at the top and then down diagonally to each side. On the left side it's clarify the end in mind. Oh, what's your vision?
Speaker 1:goes back to that board to find your light, design, your life. I was going to say to find your life.
Speaker 2:Is it going to be tied into your core values Down the other side, seek first to understand, then to be understood Again. You can't get to the right decision if you're not understanding everything. And the middle, which I think was great, was be willing. Oh, I love that one. Be willing. You have to be willing to make change, and this is a culture thing that you need to be able to instill in your organization or your family life. Um, willing to try things, willing to make mistakes, fail, forward, fail fast Our favorite.
Speaker 2:Yep and um. At the very bottom it says value differences, and so one way to again absolutely crush any type of forward positive change management is to not value someone else's opinion, Um, and not value what they bring to the table, because they see it differently and just like we're going back to seek first to understand them. To be understood, you need to listen to everybody's input. Um, you need to be valued that. So if I'm facilitating a meeting, uh, particularly with various levels or different organizations that maybe haven't been around before, I love setting ground rules. Um, ground rules are important, oh, so important, and one of the ones that I send that I say and it like, you say it and you're like I don't know that people really believe this, but if you don't say it, then people definitely don't even think about it. Um, but it's titles don't matter. Here, everyone has an equal voice. Um, you know your say you're not going to be judged on what you say. Outside of this, we want to hear your opinion, um, and it doesn't matter if you are the maintenance person or the CEO, right, whatever your role is has equal weight, and a lot of times, quite frankly, the weight is more important from the maintenance person than it is the CEO. Um, because you're at the root. You're at the root of the problem, so really understanding that everyone has a different perspective of the situation. So how do you bring all of that together to brainstorm and collaborate to come up with a different opinion?
Speaker 2:Um, and another thing that I love to do with this is sticky notes. Giving everyone space and time, just quiet room, and you give everyone at least you give them a pile of sticky notes, cause once you get writing, you get writing, but you say for the next five minutes, I want you to write three different, the most in crazy brainstorm ideas that you possibly have put them up on the wall, right, how do we solve this problem? And then you can do it for in a variety of different ways, but, like brainstorm, get it up there and you walk through them and you'll start to see some um collaboration or some connections and it's like, well, we need to focus on lowering cost. Cost is the big issue, okay. And then it'll come up with like our suppliers are too expensive. And then you see, so like everyone writes it a little bit differently, but you can kind of theme them.
Speaker 2:And then you put those together and then you can affinitize them. So like, oh, lowering cost, you know what? Three people thought that was really important. But employee engagement oh my goodness, that was 10 times more important, because people are just pissed off of the organization. So that's really where we need to focus our problem. Yeah, Right, and so you get down to a little bit more root, but it's an equal way to give everyone a voice. So even if you put your rule out there and you put it out there, everyone has a fair voice, the independent anonymity and anonymous. It's hard work of writing it on a post-it note. I mean, they come forward and you talk about it as a group, but like that just gives them a freedom to speak and it gives them a time and a space to speak. Oh yeah.
Speaker 1:And you know I've actually done that exercise and I've done it on multiple types.
Speaker 1:So we did an organization I worked with and every level did it, and it was neat to see the one, the things that everybody agreed on, and then two, the disconnect from upper management to middle management, to the folks doing the hard work and doing the work, and it was really eye-opening and it really helped transform like how we were going to do paperwork, how we were like what battles we were really going to tackle because we wanted to take the ones. That was important to everybody right. And then it was really important to focus on the disconnect and why there was a disconnect. So really diving into those two things and to see the outcome that came from that was really interesting.
Speaker 1:But the post-it note is a really awesome idea when you have like, if you're like what is the problem, bring it up because it's everyone sees. There might be one thing front door access, but there might be like 20 different post-it notes under front door access of what people think. So then you got to pick like the most wildly important goal to fix all those things right. And then the other thing you bring up post-it notes with. Synergizing is really important and wish I remember what Brené Brown called this. But Brené talks about when you have a group of people and you have to make a decision, you know normally like they're like oh, ashley, what do you think? And you say I vote, yes, aaron, what do you vote? You vote yes. Well, down the line, people are going to feel pressured to vote in according, because there's a hierarchy and she has a term for this and she says everybody writes it on a post-it note so you can't change it. Have you heard of the?
Speaker 2:study, the psychological study, I can't remember the name of it, but they put people in a room and they show them very clear line A, b and C and they had to say which line was the longest. And it was like, very obvious, line A was the longest. And they would have groups of 10, 20, whatever, and they told everybody, except like the one person, you need to say line B. And so it was, like you know, like clear A was the longest, but like they put the line A person at the end, they staged it. So everyone's saying line B and as they go along, depending on where line that, I guess the control, not the controlled person, but the experimental person. The experimental person who knows it's line A is the longest. If they're in the front, they'll say line A. If they get to the back of the group, even though it's unquestionably clear it's line A, they will say line B, peer pressure, it's to go on the rest of them, like am I right or am I wrong?
Speaker 1:and all the like, all the things that come with it, the psychological aspects to all these things, is very interesting and very fascinating.
Speaker 2:Very yeah. So it's yeah. That's another reason I love the post it no, the post it no, but I Stacks.
Speaker 1:We'll fact check that when our next episode. I'll bring up what Brenda calls it, because she definitely has a term for it.
Speaker 2:Yeah, and I know it. Like I, I've read that study multiple times and I'm I'm sure I butchered some of the details, but, like I, I it stands out as one of those. That was very clear in my mind, because I just think it's so fascinating.
Speaker 1:We should do an episode on that. I do think we should probably do something on the psychological aspect of peer pressure and the hierarchy, or whatever that may be called. Yeah. But, so Anyways, back to synergy. Part of synergy.
Speaker 2:Right. Going back to this, this book, see, we just let we geek out on that stuff, is it? It's not a compromise, right? You're exploring all the opportunities. So that, going back to my post it notes, it was brainstorming, it's exploring all the opportunities and then you find out that the first two things that you were thinking of it's not those. That's not the solution. It's the third wildly crazy one that you threw up there that's actually going to work the best. And so by giving everyone that voice, by everyone knowing what the vision and the values are, where, what direction we should be going, you can come up with these really radically different opportunities that you maybe didn't think of before as just individuals. So that's why the collective is bigger than the individual, right.
Speaker 1:And that's why we have to synergize and listen and, you know, go through all the different habits that you know ripple onto each other before we get to the seventh habit, which our next episode. We will be touching on the seventh habit, which is sharpen the saw. But we will also hopefully be having a guest to talk about the book, fingers crossed, putting it out there, hoping our guest says yes, and be able to talk a little bit more about the importance of this book, the sharpening of the saw, and then the takeaways of what she really likes and what her family really likes about this book. Not going to tell you who the guest is going to be, just in case the guest says no. But either way, we are going to have part three of the next episode on the next episode. But I think that really summarizes everything. That kind of it all ripple effects off of each other, right Like know your end goal, know your strengths, know how to interact with each other Win-win mentality. Am I missing anything?
Speaker 2:No, those are the core of it, and so seven habits of highly effective people. Plenty of stuff out there are online. This book has been around for ages. There's a reason. It's an oldie but a goodie. I know it's stable. So, if you need some help. It's a good one to read.
Speaker 1:Yeah, so check it out and hopefully we'll see you next week for part three and, as always, hope you enjoyed the episode and enjoyed your cup of coffee and your biscotti.
