WEBVTT - How to Communicate So People Actually Listen

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<v Speaker 1>Hey, everyone, Welcome back to my YouTube channel. Thank you

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<v Speaker 1>so much for being here. If you haven't subscribed already,

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<v Speaker 1>make sure you do so you never miss an episode.

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<v Speaker 1>Today is all about how to communicate so people actually listen.

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<v Speaker 1>How many of you feel unheard at work? How many

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<v Speaker 1>of you feel unheard at home? How many of you

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<v Speaker 1>feel like you can never get a word in when

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<v Speaker 1>you're around your friends, or you can't command authority in

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<v Speaker 1>a team meeting. If any of you have struggled with this,

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<v Speaker 1>this episode is for you. After listening to this, you'll

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<v Speaker 1>be able to better articulate how you feel. You'll be

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<v Speaker 1>able to actually make an impact when you speak, and

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<v Speaker 1>you'll know the tools to actually help people listen when

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<v Speaker 1>you decide to open your mouth. Let me start with

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<v Speaker 1>something that might feel uncomfortable. Most of us think we're

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<v Speaker 1>good communicators. We think we're being clear, we think we're

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<v Speaker 1>being honest, we think we're being direct, But the research

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<v Speaker 1>says otherwise. A study from Harvard found that people overestimate

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<v Speaker 1>how clearly they communicate by more than forty percent. In

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<v Speaker 1>other words, we think we're obvious, but other people are confused, defensive,

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<v Speaker 1>or overwhelmed. Think about it. If we were all great

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<v Speaker 1>at communicating, we wouldn't have workplace friction. We wouldn't have

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<v Speaker 1>that argument at home. We wouldn't get triggered when someone

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<v Speaker 1>says anything. It's the reason why texts get misread, meetings

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<v Speaker 1>go in circles, arguments repeat themselves, and people leave conversations

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<v Speaker 1>feeling unheard. Because communication isn't about what you say, It's

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<v Speaker 1>about what lands. Communication isn't about what you meant, it's

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<v Speaker 1>about what they heard. Communication isn't about winning the argument.

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<v Speaker 1>It's about protecting the relationship. Communication isn't about intensity, It's

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<v Speaker 1>about clarity. And today I want to talk about how

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<v Speaker 1>to communicate effectively at work, home, and in life, not

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<v Speaker 1>with scripts, not with tricks, but with principles grounded in psychology, neuroscience,

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<v Speaker 1>and human behavior. If you stay with me, this episode

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<v Speaker 1>will change how people respond to you, how often conflict escalates,

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<v Speaker 1>and how often you feel misunderstood. And I know what

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<v Speaker 1>you're thinking, Jay, I hate difficult conversations. I struggle to

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<v Speaker 1>speak up for myself while you're in the right place.

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<v Speaker 1>Here's the shift that changes everything. Communication is not self expression.

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<v Speaker 1>Communication is shared understanding. Most people communicate from intention. Effective

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<v Speaker 1>communicators communicate from impact. You might intend to be helpful,

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<v Speaker 1>but it might land as critical. You might intend to

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<v Speaker 1>be honest, but it might land as harsh. You might

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<v Speaker 1>intend to be efficient, but in my land is dismissive.

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<v Speaker 1>And the gap between intention and impact is where most

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<v Speaker 1>communication breaks down. So let's close that gap. I'm sure

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<v Speaker 1>so many of you listening right now are thinking, Jay,

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<v Speaker 1>I always want people to feel better. I want to

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<v Speaker 1>make people feel good. I want to share things sensitively,

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<v Speaker 1>but it doesn't always get received that way. Well, let's

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<v Speaker 1>start with principle number one. Regulate before you communicate. Here's

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<v Speaker 1>something most people don't know. You can't communicate well when

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<v Speaker 1>your nervous system is disregulated. Neuroscience shows that when you're stressed, triggered,

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<v Speaker 1>or defensive, blood flow literally shifts away from the prefrontal cortex,

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<v Speaker 1>the part of the brain responsible for reasoning, empathy, and language,

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<v Speaker 1>and it moves toward the amygdala, the part responsible for

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<v Speaker 1>threat and survival. Which means this, when you're activated, you

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<v Speaker 1>don't communicate. You react. That's why emails sound colder than intended.

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<v Speaker 1>That's why arguments escalate so fast. That's why you say

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<v Speaker 1>things and immediately think h I shouldn't have said that.

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<v Speaker 1>Think about this for a moment. When someone says something

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<v Speaker 1>in a meeting and it triggers you, they stole your idea,

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<v Speaker 1>they cut you off, They presented something that you know

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<v Speaker 1>wasn't accurate. They're getting credit. When all of these emotions

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<v Speaker 1>are running through your mind and you choose to speak,

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<v Speaker 1>you're more likely to make yourself look worse than you

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<v Speaker 1>are to make yourself look better. If you don't choose

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<v Speaker 1>to regulate and you react instead of respond effectively, you

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<v Speaker 1>actually create more issues for yourself long term and make

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<v Speaker 1>more people not want to listen to you than when

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<v Speaker 1>you're able to keep your calm. This isn't about emotional bypassing.

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<v Speaker 1>I'm not saying to not worry about it. I'm not

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<v Speaker 1>saying not even to get involved. I'm saying that you

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<v Speaker 1>want to come from a position of strength, not from

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<v Speaker 1>a position of weakness. Effective communicators do something simple but powerful.

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<v Speaker 1>They pause, not to avoid the conversation, but to protect

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<v Speaker 1>the outcome. At work, this looks like not replying immediately

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<v Speaker 1>to a triggering message, drafting the email, then revising it

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<v Speaker 1>at home. This looks like saying I need a minute

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<v Speaker 1>instead of raising your voice. Remember this, the calmest person

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<v Speaker 1>in the conversation sets the emotional temperature. Regulation is not weakness,

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<v Speaker 1>it's leadership. We think if you're quiet or you pause,

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<v Speaker 1>you sound weak. Actually, the most powerful speakers, whether on

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<v Speaker 1>a stage or in a meeting, use pause most effectively

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<v Speaker 1>to draw people in, to get people to lean in,

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<v Speaker 1>to get people to actually listen. It shows a sense

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<v Speaker 1>of self control when people talk at a slower pace,

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<v Speaker 1>when they have the ability to actually hold back on

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<v Speaker 1>that emotion because guess what everyone thought you were about

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<v Speaker 1>to respond emotionally, and in that moment, If you're able

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<v Speaker 1>to pull back so that you can actually respond from

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<v Speaker 1>a place of feeling centered, it's incredible how much impact

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<v Speaker 1>you can have. Principle two, Clarity beats intensity. Most people

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<v Speaker 1>think being passionate makes them persuasive, research shows the opposite.

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<v Speaker 1>Studies in organizational psychology show that clear, concise communication is

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<v Speaker 1>perceived as more competent and more trustworthy than emotional intensity.

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<v Speaker 1>Intensity feels powerful to the speaker, Clarity feels safe to

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<v Speaker 1>the listener. That's why long explanations often backfire. They feel

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<v Speaker 1>like pressure, they feel like justification, they feel like emotional flooding.

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<v Speaker 1>Effective communicators simplify instead of I just feel like this

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<v Speaker 1>keeps happening and I don't know if you realize how

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<v Speaker 1>much it affects me. And I've tried to bring it

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<v Speaker 1>up before. They say when this happens, I feel overlooked.

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<v Speaker 1>I need a heads up next time. Same truth, less noise.

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<v Speaker 1>Think about that for a second. We think the more

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<v Speaker 1>words we say, the more passionate we are, the more

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<v Speaker 1>likely someone's going to get an understanding of it. But

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<v Speaker 1>the reality is, if we just say, when you do this,

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<v Speaker 1>I feel this, let me know next time, how would

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<v Speaker 1>you like me to respond next time, all of a

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<v Speaker 1>sudden we have very clear information signaled to the other person.

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<v Speaker 1>One of my favorite quotes from Albert Einstein says, if

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<v Speaker 1>you can't explain something simply, you don't understand it well enough.

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<v Speaker 1>Simple communication is not a sign of a lack of intelligence.

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<v Speaker 1>It's a sign of deep understanding. As a speaker, a leader,

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<v Speaker 1>a communicator, a manager, whatever you may be, if you're

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<v Speaker 1>able to be concise, simple, it will be so much

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<v Speaker 1>more powerful. Remember this, confusion creates resistance. Clarity creates cooperation.

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<v Speaker 1>If someone doesn't understand you, they can't support you. Good

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<v Speaker 1>communicators ask if they were understood. Bad communicators assume they

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<v Speaker 1>were good communicators. Aim for understanding. Bad communicators aim to

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<v Speaker 1>be right. Notice the difference Principal three. People don't argue

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<v Speaker 1>with facts, They argue with threat Here's a powerful insight.

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<v Speaker 1>Most disagreements are not about facts. They're about identity and safety.

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<v Speaker 1>When people feel embarrassed, judged, or blamed, their brain stops listening.

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<v Speaker 1>That again, when people feel embarrassed, judged, or blamed, their

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<v Speaker 1>brain stops listening. How many times have you stopped listening

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<v Speaker 1>when you felt that way? Now, think about all the

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<v Speaker 1>times you spoke that way and thought it would affect someone.

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<v Speaker 1>I know I've made that mistake. I constantly feel that

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<v Speaker 1>if someone really understands what they got wrong, or they

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<v Speaker 1>were really made clear on the mistake they made, that

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<v Speaker 1>that would make them listen more. But actually, we're not

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<v Speaker 1>listening to that because it's not factual. It feels like opinion,

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<v Speaker 1>it feels personal, it feels like an attack. Researching conflict

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<v Speaker 1>psychology shows that once someone feels threatened, they prioritize self

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<v Speaker 1>protection over understanding. This is actually mind blowing. You think

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<v Speaker 1>about all the interactions you have home or work When

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<v Speaker 1>you make someone feel attacked, they're only thinking about protecting themselves.

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<v Speaker 1>Effective communicators lower threat. First, at work, here's what I'm seeing.

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<v Speaker 1>Tell me if I'm missing something at home, this matters

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<v Speaker 1>to me, and I want to understand your side. These

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<v Speaker 1>phrases do one thing, They create safety. Remember this. People

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<v Speaker 1>don't need to feel corrected, they need to feel considered.

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<v Speaker 1>Once safety is present. Truth can land before sharing feedback,

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<v Speaker 1>before saying something that's hard to hear, Before you're about

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<v Speaker 1>to have a difficult conversation, First set safety. Second, make

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<v Speaker 1>sure that anything you're saying is coming with the intention

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<v Speaker 1>of safety, and choose your words that really align with

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<v Speaker 1>that energy. Because you want to have an impact. A

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<v Speaker 1>lot of people say, well I should just be able

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<v Speaker 1>to say what I want and people should understand. Well,

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<v Speaker 1>if that's what you want, then that isn't a relationship

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<v Speaker 1>based on care. It's not a relationship based on love.

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<v Speaker 1>It's not a relationship based on connection. It's a relationship

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<v Speaker 1>based on you wanting people to understand you, but not

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<v Speaker 1>taking the moment to understand them. I think this can

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<v Speaker 1>all change for us. It can all change when we

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<v Speaker 1>prioritize principle for questions change everything. One of the most

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<v Speaker 1>powerful communication tools is curiosity. Research from negotiation psychology shows

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<v Speaker 1>that asking open ended questions reduces defensiveness and increases cooperation.

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<v Speaker 1>Statements trigger resistance. Questions invite collaboration. Instead of you're not listening,

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<v Speaker 1>ask can you tell me what you heard from what

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<v Speaker 1>I just said? Instead of this isn't working, ask what

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<v Speaker 1>do you think would make this work? Better? Questions shift

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<v Speaker 1>the dynamic from opposition to partnership. Here's a phrase that

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<v Speaker 1>instantly de escalates tension. Help me understand that sentence creates

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<v Speaker 1>space where conflict used to be. There are so many

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<v Speaker 1>challenges with the growth of AI. There are so many

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<v Speaker 1>risks that it presents. But one of the things that

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<v Speaker 1>I'm grateful it is done is that it has brought

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<v Speaker 1>humans back to asking better questions. We grew up at

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<v Speaker 1>a time when answers were everything. Now we know answers

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<v Speaker 1>are everywhere and all of a sudden, Questions and prompts

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<v Speaker 1>are the key to our intelligence. The better you are

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<v Speaker 1>asking questions, the better results you'll actually get from AI.

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<v Speaker 1>So that's a great way for us to test whether

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<v Speaker 1>we know how to ask good questions, whether our questioning

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<v Speaker 1>and curiosity ability is actually improving. That's the goal. If

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<v Speaker 1>you can do that, you will actually lead your team,

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<v Speaker 1>guide people, move people in a much stronger way. Principal five.

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<v Speaker 1>You might have heard this before, but pay attention. Tone

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<v Speaker 1>carries more than words. Let's really talk about tone. Let's

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<v Speaker 1>really look at it. Studies from UCLA and other communication

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<v Speaker 1>research show that in emotionally charred situations, tone and body

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<v Speaker 1>language carry more meaning than words alone. You can say

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<v Speaker 1>the right thing in the wrong tone and still lose

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<v Speaker 1>the moment. Effective communicators align tone with intention. If you

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<v Speaker 1>want collaboration, soften your voice. If you want clarity, slow

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<v Speaker 1>your pace. If you want connection, lower your volume. Here's

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<v Speaker 1>the truth. How you say something determines whether it becomes

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<v Speaker 1>a conversation or a conflict. Let me say that again.

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<v Speaker 1>How you say something determines whether it becomes a conversation

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<v Speaker 1>or a conflict. Tone is not cosmetic. It's communication. But

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<v Speaker 1>we think, oh, if I care, someone should just get that. No,

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<v Speaker 1>they're getting your tone. You just think, well, if I'm enthusiastic,

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<v Speaker 1>someone should just get that. Know they're getting your tone.

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<v Speaker 1>You think, oh, yeah, of course someone knows I respect them,

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<v Speaker 1>Know they're getting your tone. In every moment, people are

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<v Speaker 1>listening to the sound of your tone and having an

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<v Speaker 1>emotional reaction to it, far greater than they're listening to

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<v Speaker 1>the words you say. It's how we process. We say

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<v Speaker 1>things like did you hear how she said that to me?

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<v Speaker 1>Did you hear what that sounded like? Rarely does someone

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<v Speaker 1>say did you hear the exact words they said? No?

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<v Speaker 1>Did you hear how they said that? Did you hear

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<v Speaker 1>how he he made me feel? No? It is how.

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<v Speaker 1>It's all emotional is emotion. Communication is emotional. So many

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<v Speaker 1>arguments could be avoided if we changed our tone. And

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<v Speaker 1>I know what you're thinking, Joe, Why do I need

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<v Speaker 1>to change my tone? Maybe something's been done wrong to me,

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<v Speaker 1>maybe I've been hurt. That's totally fair, and your feelings

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<v Speaker 1>are valid, your emotions are real. But what do you

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<v Speaker 1>want from this conversation? What do you want from this connection?

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<v Speaker 1>Do you want impact? Do you want growth? Do you

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<v Speaker 1>want a solution? Do you want movement? Or do you

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<v Speaker 1>just want more chaos? Because if you want more chaos,

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<v Speaker 1>we'll just carry on as we are. But if we

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<v Speaker 1>really want growth, if we really want to move forward,

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<v Speaker 1>if we want our lives to go in the right direction.

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<v Speaker 1>These skills are so valuable, but all of this won't

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<v Speaker 1>work without principle six. Close the loop. Most conversations fail

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<v Speaker 1>at the ending. People walk away thinking, wait, what did

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<v Speaker 1>we decide? Are we on the same page? Did that

0:16:00.640 --> 0:16:06.600
<v Speaker 1>actually resolve anything. Effective communicators close the loop. They end

0:16:06.680 --> 0:16:11.360
<v Speaker 1>conversations with alignment. Here's what we're agreeing on, Here's what

0:16:11.400 --> 0:16:16.640
<v Speaker 1>happens next, Here's what matters to me. Most workplace studies

0:16:16.680 --> 0:16:23.880
<v Speaker 1>show this reduces misunderstandings by over fifty percent. Alignment is clarity,

0:16:24.560 --> 0:16:29.520
<v Speaker 1>and clarity is kindness. I want you to think about

0:16:29.960 --> 0:16:32.920
<v Speaker 1>how you start a conversation and how you end a

0:16:32.920 --> 0:16:35.760
<v Speaker 1>conversation when you're about to have one. Most of the time,

0:16:35.760 --> 0:16:38.400
<v Speaker 1>we just think about what we want to talk about, right,

0:16:38.440 --> 0:16:40.000
<v Speaker 1>we were, like, make a list of everything we need

0:16:40.040 --> 0:16:43.000
<v Speaker 1>to talk about, But how do we want to introduce

0:16:43.080 --> 0:16:46.680
<v Speaker 1>the idea and how do we want to outro Think

0:16:46.680 --> 0:16:49.040
<v Speaker 1>about the start and the end of a movie. If

0:16:49.080 --> 0:16:50.280
<v Speaker 1>you just talk about, oh, I want this movie to

0:16:50.360 --> 0:16:51.800
<v Speaker 1>have action, I wanted to have comedy, I wanted to

0:16:51.800 --> 0:16:53.320
<v Speaker 1>have this. That's a list of things you want to

0:16:53.320 --> 0:16:56.120
<v Speaker 1>talk about. But if you didn't think about how the

0:16:56.120 --> 0:16:59.680
<v Speaker 1>first thirty seconds of the movie started with the story

0:16:59.720 --> 0:17:04.480
<v Speaker 1>even land would someone even appreciate the characters arc? Would

0:17:04.480 --> 0:17:07.439
<v Speaker 1>you even be emotionally connected to the story? Probably not?

0:17:07.960 --> 0:17:09.760
<v Speaker 1>And then we always watch the ending. You always work

0:17:09.800 --> 0:17:11.240
<v Speaker 1>How many times if you watched the movie and thought

0:17:11.440 --> 0:17:14.159
<v Speaker 1>the ending could have been better? Why did they do

0:17:14.240 --> 0:17:17.120
<v Speaker 1>that at the end? What was the point? Wasted all

0:17:17.160 --> 0:17:20.280
<v Speaker 1>my time and we didn't even get there. The biggest

0:17:20.280 --> 0:17:25.080
<v Speaker 1>communication skill is preparing the beginning and the end as

0:17:25.200 --> 0:17:28.640
<v Speaker 1>much as you focus on the middle. Because the beginning

0:17:28.800 --> 0:17:34.000
<v Speaker 1>invites someone in or irritates them away, and the end

0:17:34.560 --> 0:17:39.560
<v Speaker 1>creates momentum forward or keeps you stuck. So much is

0:17:39.600 --> 0:17:44.040
<v Speaker 1>transformed from how a beginning and end of a conversation manifests.

0:17:44.800 --> 0:17:48.479
<v Speaker 1>Let me leave you with something simple, as I promised,

0:17:48.480 --> 0:17:51.520
<v Speaker 1>as I said, it's needed. If you want to communicate

0:17:51.560 --> 0:17:57.200
<v Speaker 1>more effectively everywhere in your life, remember this number one.

0:17:57.520 --> 0:18:03.040
<v Speaker 1>Regulate before you speak. If you regulate, you'll respond. If

0:18:03.080 --> 0:18:07.480
<v Speaker 1>you don't, you will react. So many of us react,

0:18:08.000 --> 0:18:12.719
<v Speaker 1>only creating more friction, creating more tension, creating more conflict

0:18:13.000 --> 0:18:16.200
<v Speaker 1>than we actually wanted to. We think that's the way

0:18:16.240 --> 0:18:18.880
<v Speaker 1>to get our point across, but all that really ends

0:18:18.920 --> 0:18:22.399
<v Speaker 1>up happening is weakening the ground that we stand on.

0:18:23.280 --> 0:18:27.000
<v Speaker 1>Regulate before you speak, with a few breaths, with a pause,

0:18:27.720 --> 0:18:30.000
<v Speaker 1>maybe even a day to actually have the meetings so

0:18:30.040 --> 0:18:33.119
<v Speaker 1>you have time to prepare for it. It's not bad

0:18:33.440 --> 0:18:37.120
<v Speaker 1>to take time to have a better conversation if something's

0:18:37.160 --> 0:18:40.440
<v Speaker 1>going to affect your long term success, especially at work.

0:18:41.160 --> 0:18:48.720
<v Speaker 1>Number two, choose clarity over intensity. Simplify your argument to

0:18:48.800 --> 0:18:51.760
<v Speaker 1>the easiest way that it can be communicated. Think about

0:18:51.760 --> 0:18:53.920
<v Speaker 1>how I explain this to a five year old. Think

0:18:53.960 --> 0:18:58.000
<v Speaker 1>about what language would I use if someone didn't understand

0:18:58.280 --> 0:18:59.920
<v Speaker 1>what I was trying to say. And, by the way,

0:19:00.080 --> 0:19:03.480
<v Speaker 1>that's not being condescending. This isn't about making someone feel

0:19:03.520 --> 0:19:06.480
<v Speaker 1>like they're not smart or not intelligent. This is about

0:19:06.520 --> 0:19:09.640
<v Speaker 1>making sure that you meet them where they are. Compassionate

0:19:09.680 --> 0:19:15.320
<v Speaker 1>communication meets people where they are. Over intellectual communication is

0:19:15.359 --> 0:19:18.240
<v Speaker 1>trying to get people to be impressed by you. Choose

0:19:18.320 --> 0:19:23.679
<v Speaker 1>clarity over intensity. Intensity will not win if there's too

0:19:23.760 --> 0:19:27.640
<v Speaker 1>many words, too many signals, too many points. Number three,

0:19:28.200 --> 0:19:33.040
<v Speaker 1>reduce the threat before delivering the truth. The truth does

0:19:33.080 --> 0:19:36.680
<v Speaker 1>not feel like the truth. It feels like a threat

0:19:36.960 --> 0:19:40.240
<v Speaker 1>when it feels like an attack. So many times we

0:19:40.280 --> 0:19:43.800
<v Speaker 1>think that the truth is enough to communicate, but we

0:19:43.840 --> 0:19:48.000
<v Speaker 1>don't realize that we make someone feel defensive, embarrassed, ashamed,

0:19:48.200 --> 0:19:52.119
<v Speaker 1>or judged, and now they feel threatened. So it doesn't

0:19:52.119 --> 0:19:55.800
<v Speaker 1>feel like the truth at all. It feels completely false

0:19:56.200 --> 0:20:00.720
<v Speaker 1>and completely personal. Don't over rely on the truth. The

0:20:00.800 --> 0:20:05.320
<v Speaker 1>truth still has to be delivered with safety. Number four,

0:20:05.920 --> 0:20:10.440
<v Speaker 1>ask more questions than you make statements. You will learn

0:20:10.480 --> 0:20:12.800
<v Speaker 1>so much more about yourself. You will learn so much

0:20:12.840 --> 0:20:14.959
<v Speaker 1>more about the other person. You learn so much more

0:20:14.960 --> 0:20:17.800
<v Speaker 1>about the situation. No, it's this I get either say

0:20:17.800 --> 0:20:20.960
<v Speaker 1>to someone this isn't good enough, We're so behind, Or

0:20:21.000 --> 0:20:23.719
<v Speaker 1>I could say, what do you think the goal is

0:20:24.040 --> 0:20:26.880
<v Speaker 1>of what we're trying to achieve? What do you think

0:20:27.000 --> 0:20:30.199
<v Speaker 1>is really important on this project? How do you think

0:20:30.280 --> 0:20:33.920
<v Speaker 1>we're measuring success here? That person will say, oh, we're

0:20:33.920 --> 0:20:37.000
<v Speaker 1>measuring success by this growth, this metric, this this, Now

0:20:37.000 --> 0:20:39.439
<v Speaker 1>we get a moment to align, rather than if you

0:20:39.440 --> 0:20:43.439
<v Speaker 1>say it's just not working, it doesn't go anywhere. Five

0:20:44.119 --> 0:20:49.160
<v Speaker 1>Match your tone to your intention. People don't hear your intention,

0:20:50.040 --> 0:20:57.000
<v Speaker 1>they hear your tone. They don't hear your drive or motivation.

0:20:57.760 --> 0:21:03.600
<v Speaker 1>They hear your tone. Intention does not supersede tone and

0:21:03.720 --> 0:21:10.360
<v Speaker 1>number six. End with alignment, end with a conclusion, end

0:21:10.600 --> 0:21:14.399
<v Speaker 1>with direction. If you don't end something well, if you

0:21:14.440 --> 0:21:16.679
<v Speaker 1>don't land something well, it doesn't matter how well it

0:21:16.720 --> 0:21:20.119
<v Speaker 1>took off. Or if you think about a flight, you

0:21:20.119 --> 0:21:22.600
<v Speaker 1>think about the takeoff and landing, even if there was

0:21:22.680 --> 0:21:25.399
<v Speaker 1>turbulence while you were on your journey. On your flight,

0:21:26.080 --> 0:21:29.320
<v Speaker 1>if you have a safe landing, you remember that you

0:21:29.359 --> 0:21:34.560
<v Speaker 1>can have a difficult conversation and have safe landing. Remember this.

0:21:35.280 --> 0:21:38.800
<v Speaker 1>The goal of communication isn't to win, it's to be

0:21:38.920 --> 0:21:43.919
<v Speaker 1>understood without losing the relationship. The better you communicate, the

0:21:44.000 --> 0:21:48.760
<v Speaker 1>fewer explanations you need, the fewer conflicts repeat themselves, and

0:21:48.800 --> 0:21:52.359
<v Speaker 1>the more trust you build, because when people feel safe

0:21:52.400 --> 0:21:55.880
<v Speaker 1>with you, they listen. I hope this helps you at

0:21:55.880 --> 0:21:58.639
<v Speaker 1>work at home. I hope you'll send this to a

0:21:58.640 --> 0:22:03.000
<v Speaker 1>friend who's struggling with a workplace conflict or a personal challenge.

0:22:03.400 --> 0:22:06.480
<v Speaker 1>And remember I'm forever rooting for you and I'm always

0:22:06.480 --> 0:22:09.520
<v Speaker 1>in your corner. Take care. Thank you so much for

0:22:09.640 --> 0:22:13.200
<v Speaker 1>listening to this conversation. If you enjoyed it, you'll love

0:22:13.280 --> 0:22:17.080
<v Speaker 1>my chat with Adam Grant on why discomfort is the

0:22:17.160 --> 0:22:21.560
<v Speaker 1>key to growth and the strategies for unlocking your hidden potential.

0:22:21.960 --> 0:22:24.040
<v Speaker 1>If you know you want to be more and achieve

0:22:24.119 --> 0:22:27.080
<v Speaker 1>more this year, go check it out right now. You

0:22:27.119 --> 0:22:29.679
<v Speaker 1>set a goal today, you achieve it in six months,

0:22:30.080 --> 0:22:33.080
<v Speaker 1>and then by the time it happens, it's almost a relief.

0:22:33.119 --> 0:22:35.280
<v Speaker 1>There's no sense of meaning and purpose. You sort of

0:22:35.280 --> 0:22:37.359
<v Speaker 1>expected it, and you would have been disappointed if it

0:22:37.400 --> 0:22:38.000
<v Speaker 1>didn't happen.