Latest / The Leader in You / Ep. 102 – Silence Isn’t Peace: What It Means When Teams Stop Talking

Transcript

Ep. 102 – Silence Isn’t Peace: What It Means When Teams Stop Talking · The Leader in You

• 0:01
  SPEAKER_00: Experience work interactions in a different and refreshing light.
• 0:05
  SPEAKER_00: This is the Leader in You podcast brought to you by EMC Leaders, taking care of the teams you care about.
• 0:13
  SPEAKER_00: We bring the signs of attachment and emotional connection with insight from the last 20 years to share how you can overcome conflict issues at work and build strong team relationships as well as the connected culture.
• 0:32
  SPEAKER_01: Hi everyone and welcome back to the Leader in You podcast brought to you by EMC Leaders.
• 0:39
  SPEAKER_01: We're so excited to be here.
• 0:40
  SPEAKER_01: My name is Paulina, and I co-host this amazing podcast with the wonderful Dr.
• 0:45
  SPEAKER_01: Lola Gershfeld.
• 0:47
  SPEAKER_01: Welcome, Dr.
• 0:48
  SPEAKER_01: Lola.
• 0:48
  SPEAKER_00: Hi, Paulina.
• 0:50
  SPEAKER_00: It is so wonderful to be here.
• 0:53
  SPEAKER_00: Thank you so much, everyone, for listening to us, and we're so happy to be here with you.
• 0:59
  SPEAKER_01: Yay! So uh we have a really great topic for you today, and I'm so excited to talk about it.
• 1:06
  SPEAKER_01: So lately in these podcasts, I've been coming up with all these wonderful ideas on things that we can discuss, and I kind of don't even give my mom any uh notes or tips on what we're gonna be talking about, which I love because Dr.
• 1:23
  SPEAKER_01: Lola, you do such an amazing job sharing your experience and how transformational this process is for you and the workplace.
• 1:32
  SPEAKER_01: So you wrote a fantastic email yesterday.
• 1:36
  SPEAKER_01: And in the email, you talked about what happens when there's silence amongst relationships at work and when there's silence amongst team members and in the workplace.
• 1:48
  SPEAKER_01: And I thought this was such a great topic because sometimes people say like silence is a language, it's literally a language people use to inform other people that they're upset, or it could just be like a skill that people think you should learn in order to know when to be silent in conversations and when not to be silent.
• 2:14
  SPEAKER_01: And so I thought it was really interesting the what you wrote in the email and also how you explained the ways that people can identify, you know, what is that silence actually saying?
• 2:30
  SPEAKER_01: So give us a little bit about like really understanding on the science perspective, what happens when someone goes silent?
• 2:39
  SPEAKER_00: Well, first of all, I want to say that you are so right.
• 2:43
  SPEAKER_00: We I've been taught myself uh when I was in the young as a young professional that if somebody is silent, just leave them alone, they'll come around and you just have to wait it out.
• 2:57
  SPEAKER_00: That's one of the things uh which is wrong.
• 3:00
  SPEAKER_00: The second thing I was taught is that um if somebody is not responding, or if somebody is kind of like behaving or asking bad questions, you just give them the silent treatment, you just start ignoring them, and they will and they they this is what I was taught that they will stop behaving this way if you just ignore it, and that is a wrong, wrong suggestion and advice.
• 3:25
  SPEAKER_00: So, through my years of working as an HR manager or CFO or board member, I remember the meetings that we had where one person or two people would go completely silent, and then no matter what you're trying to do and how you're trying to engage them, it's not really working.
• 3:43
  SPEAKER_00: And I also remember working with the CEO who had um about 10 people on her team, and she would say, We don't have any conflicts, except these two people come to our management meetings and they don't say anything.
• 4:00
  SPEAKER_00: And at first I didn't pay attention to it, but then I wondered, like, why are they not engaging?
• 4:06
  SPEAKER_00: And I think they're just not engaging because they don't want to engage, and so she did not really pay the attention that there was underlying conflict that was happening because when I did an interview with each one of these leaders, guess what?
• 4:20
  SPEAKER_00: They all told me about many, many disconnections that they have been kind of like processing underneath it for a year, and so people get into the silence because they get stuck, they get overwhelmed, they don't know how to deal with their emotions.
• 4:39
  SPEAKER_00: So that is the first sign that there's a disconnection in the relationship.
• 4:45
  SPEAKER_01: That's amazing.
• 4:46
  SPEAKER_01: Okay, keep going.
• 4:47
  SPEAKER_00: I'm you have several signs, I think, right?
• 4:52
  SPEAKER_00: Right, yeah.
• 4:53
  SPEAKER_00: So the first thing is to recognize when there's a silence or somebody is disengaging, there's a breakup, there's a rupture, there's a disconnection, something that they experienced either hurt or um feeling not valued or feeling somehow dismissed.
• 5:09
  SPEAKER_00: That's number one.
• 5:10
  SPEAKER_00: The second thing is you also have to recognize what's going on with you when you experience the silence.
• 5:16
  SPEAKER_00: Most the biggest problem for us is to feel rejected.
• 5:20
  SPEAKER_00: The biggest, biggest, biggest fear for us in the relationship with people we depend on is when we get that sense of rejection.
• 5:30
  SPEAKER_00: And when we get that sense of rejection, we start to respond to that rejection with all different ways.
• 5:37
  SPEAKER_00: Right?
• 5:38
  SPEAKER_00: Number one, I was talking in my email, I talked about three different patterns that we get into, three different cycles.
• 5:45
  SPEAKER_00: The first cycle, and I love this because uh this cycle is called find the bad guy, is like pursue-pursue cycle, it's attack-attack cycle.
• 5:57
  SPEAKER_00: Each person is trying to uh maybe find who is at fault here.
• 6:02
  SPEAKER_00: So that's number one cycle, but that does not include the silence treatment because people are actually arguing.
• 6:08
  SPEAKER_00: The second cycle is called pre-withdraw cycle, where one person is trying to get the response from the other, maybe sending emails, email after email after email.
• 6:21
  SPEAKER_00: I mean, I remember working with this particular team, the the CFO was tell sending emails to the to the vice president of sales and marketing, and he was hurt, he was disconnected, he didn't know how to talk about it, where he got hurt, and he was just silent, and she was going crazy because she's she is very much into um communication and she wants to get a response, and she was getting very, very anxious that she was not getting a response from that vice president of sales.
• 6:54
  SPEAKER_00: So, as you can imagine, every time she would send him an email, it would become more aggressive, it would be more louder, it would get like more desperate, and so he got more offended by that type of though, those type of emails.
• 7:11
  SPEAKER_00: And what did he do?
• 7:12
  SPEAKER_00: He became more silent, more shut down.
• 7:14
  SPEAKER_00: And then when he came back to the office and they had a uh they had kind of like an interaction, he would get what we call hit and run.
• 7:22
  SPEAKER_00: He would get really upset, he would make a really bad comment that really like puts her on the spot, like uh demeaning comment, some sarcastic comment, and then he would shut down again.
• 7:36
  SPEAKER_00: So, this is what happens in those patterns.
• 7:39
  SPEAKER_00: And the the third pattern is withdraw, withdraw.
• 7:42
  SPEAKER_00: And what happens in the withdraw-withdraw?
• 7:44
  SPEAKER_00: Both people kind of already exhausted, so they just avoid each other.
• 7:50
  SPEAKER_00: I remember um being at this conference, and the person from Chase Manhattan Bank, she was the you know big uh executive there, and she said that she couldn't get along with one of her colleagues, and every time she saw him in a hallway, she would run away and go the other way.
• 8:08
  SPEAKER_00: And she said, she said it was so horrible because it created a lot of distress in the in the in the um in the team, in the department, and until one day they finally you know got together and resolved the issue.
• 8:22
  SPEAKER_00: But it's very, very painful for us not to have the communic communication.
• 8:28
  SPEAKER_01: So we've talked about the different ways that we show up in a conflict.
• 8:34
  SPEAKER_01: So we have the pursue, pursue, pursue, withdraw, and withdraw, withdraw cycles, and we talked about that many times.
• 8:40
  SPEAKER_01: So I find it really good to repeat this information so that you can really understand how you show up in the conflicts that you have.
• 8:48
  SPEAKER_01: We show up differently in every conflict, so we could show up maybe as a withdrawal to our boss, as a pursuer to our team members or you know, our subordinates that work with us.
• 8:59
  SPEAKER_01: Uh, we can show up differently in the conflict if we were hurt compared to if we feel like we hurt someone else.
• 9:05
  SPEAKER_01: So, this is important to identify the cycle and where you are in that cycle, which position you take in that cycle, because that will also bring awareness to what are those automatic thoughts and behaviors that you do to protect yourself in that cycle.
• 9:21
  SPEAKER_01: One of the things that you said in the email that I thought was so great was in a team, going quiet isn't peace, it's protest.
• 9:30
  SPEAKER_01: Protest that a once emotionally connected team has been isolated and severed.
• 9:35
  SPEAKER_01: So so many people think being quiet is keeping the peace.
• 9:43
  SPEAKER_01: And if you look at a scale, right, you have like one side of the scale is someone who's like extremely aggressive, loud, confrontational, yelling, one wants to talk about the issue right away.
• 9:55
  SPEAKER_01: On the other scale, you have someone who is completely shut down and quiet, right?
• 10:01
  SPEAKER_01: So both are not bad or good, they're just both ineffective when dealing with conflicts.
• 10:10
  SPEAKER_01: And typically people will slide from one extreme to the other extreme on the scale.
• 10:15
  SPEAKER_01: And oftentimes we think like, oh, being shut down and quiet is actually the better option.
• 10:23
  SPEAKER_01: Well, you would think that, but you're actually causing it's it's causing pain on for both on both ends of the scale, whether you are completely shut down and silent or you become aggressive.
• 10:37
  SPEAKER_01: Both sides of the scale are painful and you will suffer on both sides of the scale.
• 10:43
  SPEAKER_01: Yeah, of course, the other person in the conflict suffers as well.
• 10:47
  SPEAKER_01: But what the EMC process does is we are able to bring you to the center of the scale.
• 10:54
  SPEAKER_01: So we don't want to be shut down and closed off, and we don't also want to be like aggressive, confrontational.
• 11:01
  SPEAKER_01: We want to be balanced, we want to be in the center of the scale.
• 11:05
  SPEAKER_01: You can still feel hurt, you can still feel the painful emotions, and at the same time, you can stay in the center of the scale to express yourself effectively.
• 11:17
  SPEAKER_01: And this is why I think you know what you wrote in the email was so powerful because like people often think that silence is the better option.
• 11:27
  SPEAKER_01: You know, people think is being silence, being silent works, or just stay quiet and you know, you won't get into trouble.
• 11:35
  SPEAKER_01: In fact, I worked for a company for about four months, years ago, Panera Bread, and we had a conflict there.
• 11:42
  SPEAKER_01: And I remember my manager is like one of the only corporate jobs I've ever had.
• 11:47
  SPEAKER_01: There's only been two in my life, and that was one of them.
• 11:50
  SPEAKER_01: And one of the managers, and I was having an issue, and one of the managers said, like, just stay quiet.
• 11:55
  SPEAKER_01: Like, that's literally all you have to do, just stay quiet, and you'll like this is gonna be a very easy job.
• 12:02
  SPEAKER_01: You're gonna, I was in a general management position, regional manager position, and she just kept saying, like, just stay quiet, and that's all that you have to do.
• 12:14
  SPEAKER_01: I ended up not being able to do that, and I got fired.
• 12:18
  SPEAKER_01: But the point is you got into a cycle with the manager, right?
• 12:25
  SPEAKER_01: I just filed a complaint like through their website instead, instead of talking to the manager about the issue.
• 12:33
  SPEAKER_01: And so they fired me over it.
• 12:35
  SPEAKER_01: So, so you know, it's really interesting that we have that.
• 12:40
  SPEAKER_01: It's really the protest.
• 12:41
  SPEAKER_01: The silence is the protest, and I can relate to it so much because I feel as a recovered withdrawer, and in moments I withdraw right a right away typically, I can recognize and kind of come back to the center of that scale.
• 12:55
  SPEAKER_01: Um, I find it it's very true, even as a child, and you know this too well because you were there during my childhood.
• 13:03
  SPEAKER_01: It was like, you know, the it's not just my childhood.
• 13:07
  SPEAKER_01: It's like I see so many parents.
• 13:08
  SPEAKER_01: If the baby's crying on the plane, it's shh stop crying, you know.
• 13:12
  SPEAKER_01: If the child is upset, like stop showing that upset feelings, you know what I mean?
• 13:18
  SPEAKER_01: I saw it in conflicts with the kids just the other day when we were at Disneyland.
• 13:21
  SPEAKER_01: It's like a lot of parents just don't know how to handle it.
• 13:24
  SPEAKER_01: It's the same in the workplace.
• 13:26
  SPEAKER_01: A lot of people do not know how to handle that, those big emotions that come.
• 13:31
  SPEAKER_00: So exactly.
• 13:33
  SPEAKER_00: Yeah, it's very, it's very difficult.
• 13:36
  SPEAKER_00: It's it's interesting that the silent the protest is the key here to recognize that the silence is the protest to the disconnection that can occur and continue to occur in the relationship, and as much as the pursuer who is who is being aggressive is the protest to the disconnection that is happening in the relationship.
• 13:56
  SPEAKER_00: So that is so key.
• 13:58
  SPEAKER_00: I and I love that you use that phrase phrase because we have to recognize when people do become quiet and and and funny, um, the people who make a lot of noise are always looked as the troublemakers.
• 14:12
  SPEAKER_00: Oh my gosh, they are they they are creating the chaos, chaos.
• 14:16
  SPEAKER_00: It's only they will leave the team, everything is gonna become better.
• 14:20
  SPEAKER_00: Well, um, I I think we talked about it at one of our podcasts, is that I worked with a company where they they got rid of that person who was creating a lot of trouble, and another person took that spot because when you have people, when you have a manager or a team member who is silenced or uses that strategy of shutting down and not responding, they will automatically increase the anxiety to the other person, even if not looking at them.
• 14:52
  SPEAKER_00: I mean, I I remember this particular case where the CEO was the withdrawal and he would not look at the engineering manager who was who was presenting.
• 15:03
  SPEAKER_00: And every time he would not look at the engineering manager, the engineer manager would get so upset he would curse in in meetings at people and he would berate them.
• 15:13
  SPEAKER_00: And every time he would berate them, the CEO would ignore him more.
• 15:18
  SPEAKER_00: So this created a lot of distress.
• 15:20
  SPEAKER_00: So this is extremely, extremely important to understand that part.
• 15:26
  SPEAKER_01: So that brings uh me to talking about what we can do to help make someone who is experienced silence in the workplace more comfortable to kind of bring them back from that silence.
• 15:44
  SPEAKER_01: So um, I just want to pull up the email one more time because you did mention a few things that people can look for in their team.
• 15:54
  SPEAKER_01: And um, so you mentioned people who usually who are usually social that have gone quiet.
• 16:01
  SPEAKER_01: So if you met them when they first came onto the team or they first onboarded, or they first maybe met you and you see their outgoing personality, and all of a sudden they're not that way anymore.
• 16:12
  SPEAKER_01: I say, like, if they start to act weird, they do weird things out of the normal behaviors that they usually have.
• 16:19
  SPEAKER_01: The person who used to push back now just nods along.
• 16:22
  SPEAKER_01: So if someone was sharing their challenges or like, you know, their opinions or their experiences at the work, now they're just like agreeing with everything.
• 16:33
  SPEAKER_01: The one who was proactive about pointing out problems, stop bringing anything to you.
• 16:38
  SPEAKER_01: Okay, so that just kind of goes along with um someone who's not pushing back anymore.
• 16:44
  SPEAKER_01: So if you are noticing those things, this is really great sign that someone in the team is gone silent.
• 16:53
  SPEAKER_01: Okay, so let's talk about what we can do to bring that person back from the dead.
• 17:02
  unknown: From the dead.
• 17:06
  SPEAKER_00: In the EMC process, like you said, that we are bringing people back to balance, yeah.
• 17:12
  SPEAKER_00: We we are re-engaging the withdrawal, we're making it safe for them to re-engage, and we're also softening the pursuer because the pursuers are so anxious and upset, we need to also recognize what's going on for them.
• 17:26
  SPEAKER_00: So both people are struggling for connection.
• 17:29
  SPEAKER_01: And what I think, yeah, I understand, but I think that what we need to focus on in this situation, because a lot of times, in uh in the reconnection form, we focus on the withdrawal first, right?
• 17:44
  SPEAKER_01: Yeah, so like if you're dealing with a let's say you're a manager and you have two people on your team that one is a withdrawal, one is a pursuer, or you notice just like one person has shut down and has gone silent, okay?
• 17:56
  SPEAKER_01: Yeah, we're gonna teach you some things that you can do right now at this moment to bring them back out of that feeling like they have to be silent.
• 18:07
  SPEAKER_01: Yes, ideally, we want to bring two people together, but maybe they don't even feel comfortable telling you what is going on.
• 18:14
  SPEAKER_01: Like, what's the conflict?
• 18:15
  SPEAKER_01: Who is it with?
• 18:16
  SPEAKER_01: When someone's gone silent, they are just like they're shut down, they don't want to even talk about it.
• 18:22
  SPEAKER_01: So we want to kind of bring them out of that hole, out of that kind of like alone place that they're feeling, and re-engage them.
• 18:32
  SPEAKER_01: That way, we could then eventually, when we can also rebalance the pursuer or maybe rebalance the other withdrawer that's in the conflict, we can bring them together.
• 18:44
  SPEAKER_01: So I think the very first step, and why don't you you can take that over?
• 18:48
  SPEAKER_01: You know, I I will just talk about it.
• 18:50
  SPEAKER_01: No, I like how you go.
• 18:54
  SPEAKER_01: The very first the very first step is to share and shed light on what you see or experiencing.
• 19:06
  SPEAKER_01: So, what do I mean by that?
• 19:08
  SPEAKER_01: So being able to recognize how it impacts you that the other person is silent, and I think that's important because then we can share with them, like, hey, I know just being curious.
• 19:19
  SPEAKER_01: You get into like the feeling of being curious, like, hey, I I noticed that you know, you've kind of gone silent, or some things I've noticed, like you're you're maybe doing different things, behaviors than usual.
• 19:31
  SPEAKER_01: I would love to understand what's going on.
• 19:33
  SPEAKER_01: And if they're like, no, that's fine, nothing's wrong, blah, blah, blah.
• 19:37
  SPEAKER_01: Okay, do it again.
• 19:38
  SPEAKER_01: We do it again.
• 19:39
  SPEAKER_01: Hey, I just noticed, like, in this instance, um, usually you would be like really happy, just not feeling and so the first step I say is like be curious, ask questions.
• 19:50
  SPEAKER_01: Okay.
• 19:50
  SPEAKER_01: The second step is to share how it impacts you.
• 19:53
  SPEAKER_01: Okay, and I like that because what happens is when the other person it in a way, that's why we use the EMC reform, so we can share, we use those I statements.
• 20:04
  SPEAKER_01: Like, I'm feeling sad or I'm feeling like a bit disconnected that I'm seeing that you're shut down and it's kind of scaring me because I want to work together as a team and I want to be there for you when you're feeling conflicted, but I don't necessarily know how if I don't know what's going on.
• 20:22
  SPEAKER_00: Yes, and because you are important to me, yes, right, and I care about you, right?
• 20:28
  SPEAKER_00: So I think number we want to give them that attachment language to reassure them it's impacting me because I care about you, because you're important to me, because your experience matters to me.
• 20:39
  SPEAKER_01: Yes, so I think the first step is that ask being curious, asking questions, and the second step is sharing with validating phrases how it's impacting you.
• 20:51
  SPEAKER_01: Okay.
• 20:52
  SPEAKER_01: So as simple and duplicatable as this process and form is, it's very important to understand that we cannot force someone to you know open up all of a sudden.
• 21:07
  SPEAKER_01: Sometimes it takes a little time and repeated phrases for someone to feel comfortable to share what's going on with them.
• 21:16
  SPEAKER_00: Yes, and I I love that because oftentimes we give up very quickly.
• 21:21
  SPEAKER_00: Well, nothing wrong, fine, right?
• 21:23
  SPEAKER_00: I've done my job to ask you and to be curious.
• 21:27
  SPEAKER_00: If you don't want to share, that's fine too.
• 21:29
  SPEAKER_00: Well, they don't want to share because they still don't feel safe.
• 21:32
  SPEAKER_00: So by repeating and by kind of like pursuing, but in a very soft and uh and and supported way, we're giving them a message saying, Look, you are important to me.
• 21:46
  SPEAKER_00: I care about, I want to create the safety for you to share.
• 21:50
  SPEAKER_00: And people will start sharing because they want to be connected as well.
• 21:55
  SPEAKER_00: There's a uh there's a need, there's a longing for connection.
• 21:58
  SPEAKER_00: We are wired for connection.
• 22:00
  SPEAKER_00: So even though they are protecting, protecting, protecting, they will eventually share.
• 22:05
  SPEAKER_00: I mean, a good example, I was working with one particular team, and this uh um production manager would come and he says that Lola, I'm not gonna share.
• 22:16
  SPEAKER_00: And I said, that makes sense.
• 22:18
  SPEAKER_00: You know, I know he said, because in my previous company, when I shared, uh that information was like used against me.
• 22:27
  SPEAKER_00: And then I say, I know how painful that is for you, but he would still come back to the session, and slowly he would want to share more and more because he really wanted to be more connected with his team.
• 22:41
  SPEAKER_00: So it was very difficult, it was scary for him, it was risky for him, and people will take risk once they know that there's a there's a way to do it in a safe and professional way.
• 22:53
  SPEAKER_01: I think you said something really great with that is that people don't know how to respond using the language of emotions, you know.
• 23:02
  SPEAKER_01: It should emc should be its own language.
• 23:04
  SPEAKER_01: Do you speak EMC?
• 23:07
  SPEAKER_01: Do you do you speak EMC?
• 23:10
  SPEAKER_01: Okay, you're hired.
• 23:11
  SPEAKER_01: Okay.
• 23:15
  SPEAKER_00: Actually, somebody asked me the other day, how do I interview people for EMC language?
• 23:22
  SPEAKER_01: Yeah, I say the same thing about like personal relationships, you know?
• 23:26
  SPEAKER_01: Yeah.
• 23:26
  SPEAKER_01: Before I go on a date, well, do you speak the language of the EMC process?
• 23:33
  SPEAKER_01: Okay.
• 23:35
  SPEAKER_01: So uh, so yeah, it's very true.
• 23:38
  SPEAKER_01: We need to know how to respond.
• 23:40
  SPEAKER_01: And I think those three steps, the third step is responding by saying thank you for sharing.
• 23:46
  SPEAKER_01: So remember that we're not looking for solutions when we're trying to pull someone out of their silence.
• 23:52
  SPEAKER_01: What we want to do is to create a safe enough experience and environment for them to share what's going on.
• 23:57
  SPEAKER_01: So, step one, be curious.
• 24:00
  SPEAKER_01: Step two is use the validating phrases to make them feel safe again.
• 24:04
  SPEAKER_01: And step three, when they do feel safe enough to share, all you're gonna say is thank you very much for sharing.
• 24:10
  SPEAKER_01: That makes sense, and that might must be difficult for you.
• 24:12
  SPEAKER_01: And that's really the focus because we say that enough times they will feel safe enough to do a forum.
• 24:18
  SPEAKER_01: Then that transitions to doing an actual full reconnection.
• 24:21
  SPEAKER_00: Yes, oh, I love it because thank you for sharing is such a beautiful way to recognize their strength, their courage, and also gives them the sense that you care about their experience.
• 24:33
  SPEAKER_00: So thank you for sharing every single time.
• 24:36
  SPEAKER_00: They share.
• 24:37
  SPEAKER_00: Thank you for sharing is the key and validating statement.
• 24:41
  SPEAKER_00: Amazing, yes, yes.
• 24:43
  SPEAKER_01: Okay, well, that wraps up our podcast for today.
• 24:49
  SPEAKER_01: Thank you very much for sharing.
• 24:52
  SPEAKER_00: Yeah, thank you so much for listening.
• 24:55
  SPEAKER_00: Also, for people who listen and want to, yeah, and want to learn about the EMC process.
• 25:00
  SPEAKER_00: We we are so excited to share this amazing process with you because it is truly our goal uh in life is to have strong related uh relationship in our work, and we want to feel happy and connected at work, right?
• 25:16
  SPEAKER_00: Because that only fuels our motivation, resilience, and innovation at work.
• 25:21
  SPEAKER_00: So I feel like when people start to use the EMC language and integrate it into the work, well, hallelujah, they become really, really happy, right?
• 25:33
  SPEAKER_00: And excited to work.
• 25:40
  SPEAKER_01: Okay, well, thank you so much for listening.
• 25:43
  SPEAKER_01: Remember, you can follow us on Instagram at EMC Leaders or Dr.
• 25:47
  SPEAKER_01: Lola EMC, or no, it's Dr.
• 25:50
  SPEAKER_01: Lola Gershfeld now.
• 25:51
  SPEAKER_01: Um, and you can follow us on TikTok, YouTube.
• 25:54
  SPEAKER_01: No, it's uh, it's uh not yet.
• 25:59
  SPEAKER_00: No, I mean on Instagram here, Dr.
• 26:01
  SPEAKER_00: Lola Gershfeld.
• 26:02
  SPEAKER_00: That's right.
• 26:03
  SPEAKER_01: Okay, okay, okay.
• 26:04
  SPEAKER_01: I thought, I thought I had that right.
• 26:06
  SPEAKER_01: Yes, Dr.
• 26:07
  SPEAKER_01: Lola Gershveld.
• 26:09
  SPEAKER_01: Okay, and you can follow us on social media.
• 26:11
  SPEAKER_01: We're making great content now, so you can drill all these things into your mind and learn the language that will change your life.
• 26:19
  SPEAKER_01: Thank you very much for watching.
• 26:21
  SPEAKER_01: My name is Paulina, and I co-host the Leader in You podcast with the amazing Dr.
• 26:26
  SPEAKER_01: Lola Gershfeld, brought to you by EMC Leaders.
• 26:29
  SPEAKER_01: Check our website out at emcleaders.com for more information on how you can get trained to create a thriving workplace environment for your business, your team, and so that you can actually be happy when you wake up and go to work.
• 26:43
  SPEAKER_01: We'll see you next week.
• 26:45
  SPEAKER_01: Bye.
• 26:46
  SPEAKER_01: Bye.
• 26:50
  SPEAKER_00: Thank you everyone for listening.
• 26:52
  SPEAKER_00: It's a joy to share these podcasts with you.
• 26:56
  SPEAKER_00: Be sure to check out our previous podcast and subscribe to join us at our next podcast of The Leader in You, brought to you by EMC Leaders, taking care of the teams you care about.
• 27:10
  SPEAKER_00: Until then, be well and be focused on your relationships.
• 27:15
  SPEAKER_00: We'll see you soon.