Latest / The Growth Project / Episode 404: Your Emotions Are Contagious

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Episode 404: Your Emotions Are Contagious · The Growth Project

• 0:00
  whoever we look up to, whether that be our parents, our coaches, our bosses or, you know, leadership within our organization, they really dictate and drive how we respond to any stimulus.
• 0:16
  And it's programed from an early, early age.
• 0:22
  Welcome, everyone, to another episode of the Growth Project podcast, brought to you by the amplify team. Today,
• 0:30
  the podcast will be delivered by myself, doctor Gabby, Kavita and Anthony Ali. Bro.
• 0:36
  we will be talking about something called emotional contagion. And I want to open the scene with,
• 0:43
  a scenario where you walk in to your Monday morning meeting and you sit down in the room and you can immediately feel the tension.
• 0:55
  If you've got maybe your boss in there, maybe you've got the CFO sitting in there, some people who just have some really serious looks on their faces and the room just becomes quieter.
• 1:07
  you kind of close off a little bit too.
• 1:10
  And so what's happening here? This is really going to be the topic of our conversation today is when you walk into any room, when you interact in any situation, there's something occurring called emotional contagion.
• 1:22
  And it's how, you know, the emotional experience of one person carries over to another. So, Anthony, up here,
• 1:31
  for what we're really going to be talking about in relation to this emotional contagion and this phenomenon of, as you phrased it,
• 1:39
  catching feelings.
• 1:40
  that's quite a way to put that Gabby. And I mean, really, at the end of the day to it, it only takes one person to, to truly dictate, to truly set the climate and set the tone for our room.
• 1:52
  Right. Because the Monday morning meeting example is a perfect example, right? Where before the boss walks in, before somebody important walks in, the whole room is chatty, the whole room's all bubbly, maybe a little bit giggly. They're talking about their weekend, and then somebody comes in and you can feel the weight of the room shift. It takes on maybe a little bit more of a serious tone.
• 2:13
  Maybe there's some tension. Maybe there were some conflict that happened last week or last month. And really that idea of being that emotions don't just stay really in isolation. Right? Emotions, vibes, so to speak, of a room, really. Don't just sit with my stuff. They don't just sit with Gabby. They spread. And that idea being you can see them and you can watch over the course of even seconds, watch those emotions transfer from person to person.
• 2:41
  And really, in fact, whether it be positive or negative, an entire room.
• 2:46
  Yeah. And I like the way you phrase that, that emotions carry over, but also emotions are short lived, right? What what one person experiences creates an emotion, but that does elicit an emotion from somebody else. And if compounding emotional responses create the overarching mood, right. And that mood, when paired with negative emotions is going to be a very doom and gloom type of mood.
• 3:15
  Whereas when, you know, broaden and build theory, we talk about it all the time. In psychology, it's that experience of positive emotions. The more one person experiences carries over to the next and the next, and it creates a more positive overall mood for the for the room, for the group and for the day or the month. So it really is this domino effect that starts with, like you said, one person.
• 3:43
  yeah. And I encourage like whoever's listening to this so you can think about this from a locker room perspective. You can think about this from, a platoon or squad perspective. When you think of like a more military context, you can also think about this in your and your inner conference rooms. When you have these meetings. Right.
• 3:59
  Think about the meetings you dread. Think about the meetings every time you see that on the calendar. And you just take a deep sigh, right. And like there is obviously, as you said, Gabby, these emotions are short lived. But there are these norms that tend to be created, especially when these meetings are occurring, especially when the people in that room are bringing a certain energy or bringing a certain level of emotions and culture and climate to that meeting, to where there's a very much associated response there, you there.
• 4:29
  Hey, you look forward to it right? You look forward to having those conversations and moving the needle on important projects, or be you dreading every time that that calendar pops up, that invite pops up. You take that deep sigh. You go, all right, I just gotta, I gotta survive 30 minutes. I gotta survive an hour, and then I can get on the rest of my day.
• 4:47
  So really, however those dominoes fall, whether they're in your favor or whether they're against you, you can certainly feel the contagion of those emotions, especially from a leadership perspective, because those leaders probably carry the most amount of weight as it relates to those emotional as it relates to emotional contagion. Yeah, yeah, the the leaders really do have the highest impact.
• 5:09
  Now. It like you said, it is everybody who has an impact. But the leaders really drive that. And that's why this is from a leadership perspective, such a skill to have. And it falls under that umbrella of, you know, emotional awareness, emotional control. But being in tune with when you walk into the room as a leader, what is my presence saying?
• 5:34
  What are, you know, my body language. So like, what is that saying about my current emotional state? And, you know, how do I want to be received going into this?
• 5:44
  so that's really what we'll be talking about today is emotional contagion as a skill.
• 5:50
  Because that word contagion kind of feels negative in and of itself.
• 5:54
  Right? It's like, oh, it's contagious. Like it makes me think of a virus or like a catch it. Now we want you to we want you to catch it, but catch it in the right way,
• 6:05
  to being able to to spread emotions from person to person in the way in which you want to, creating the emotional experience that you want to create for the room.
• 6:16
  yeah. And I think to Gabby, what's something important to consider here is this idea that we tend to, we tend to focus and usually because it's most in our control and most in our awareness of what we're saying, right, or what we're actually verbalizing. But there is a really big nonverbal component to this, right? When you walk into a room unconsciously, you'll notice and take note of expressions.
• 6:37
  You'll take note of people's, and you'll take note of postures, whether you're sat back, disengaged, just waiting and counting for the clock to hopefully just hit that 30 minute mark or hit that hour mark, or if people are leaned in, if people are really engaged, if people are really wanting to be a part of the conversation of whatever whatever's happening there, consciously or unconsciously, usually there's a bit of mimicking that occurs there.
• 6:59
  Usually we see that contagion effect really in seconds, right? It happens so quickly. It happens almost automatically. And then that idea of it being, okay, this, this idea of the nonverbals might be out of my awareness, but still, when you walk out of that room and in 30 minutes or now you're like, wow, that meeting sucked. Wow, that that coaching session really sucked away what happened.
• 7:22
  Right? And it's so quick. It's so fast.
• 7:24
  you just made me think about yawning. Right? Like yawning is contagious. It is a nonverbal sign of what? Emotion? Boredom. Disinterest.
• 7:34
  And so if I yawn in the middle of a meeting with a client or, with my boss, like, oh, what message are my sending?
• 7:44
  I'm disinterested. I'm not engaged. And then what typically happens after one person yawns, the next person yawns? We say it all the time, hey, don't yawn. You're going to make me on.
• 7:55
  prime example. It goes both directions because what do we also say in common language? Smiling. It's contagious. And so you've got the opposite where simply just smiling at somebody typically unless they're having a really bad day elicits a smile back.
• 8:15
  And so it it really is this way of,
• 8:19
  spreading emotions through, like you said, not only the verbals but the nonverbal expressions,
• 8:24
  facial expressions, the body language and everything in between.
• 8:28
  little bit of a side tangent here. Gabby, just to really illustrate this point here, if you are listening to this podcast, you're like, I don't really know if this works the next time you go to watch football this weekend, on Saturday or on Sunday, I know there's a there's a big game between Bama and Georgia this past Saturday, and there was a missed pie call.
• 8:46
  Right. Or in your opinion, there's a missed pass interference call. And as you watched the camera panned to the opposing sideline of whatever team felt like they just got jab, they just got and they felt like the ref missed the call. That would have benefited them. You can watch the entire sideline put their hands up in dismay. Right.
• 9:04
  They're shouting, they're frowning, all of those things and you're watching them in live action, almost synchronized with each other there, right? Obviously there's a lot of weight behind those games, a lot of pressures on high stakes there. But to that end, you're seeing that mimicking, right? You're seeing almost a collective response as opposed to an individual response. And you look at head coaches and you look at leadership, leaders of teams, whether they play quarterback, what they play linebacker or whatever position they may be playing, you can probably take a second and zoom out and see just how quickly that those that those emotions are match.
• 9:38
  Those expressions are matched
• 9:41
  yeah, and I know our listeners might be wondering why does that happen? Like what is the science behind this mimicking synchronized response that humans lean into. So maybe you can provide some insights for our listeners around, you know, why is this actually spreading? So fast?
• 10:00
  the easiest way to think about this is, as we talked about on this podcast multiple times, we are social creatures, right?
• 10:05
  We are really, really big fans of having a community of of feeling and fostering a sense of belonging. So we are hardwired in ways to read and match each other automatically because there is a bit of a communal type of feel there. Right? And really, when we're close by to people and we're really locked in or engaged, that'll amplify the transfer, that'll make those emotions stickier.
• 10:27
  Now the unfortunate reality here is a lot of times we'll see negativity spread significantly faster and stick significantly longer than positivity, right? If you think about this in a locker room context, think about this in a meeting context. Really, why do you dread that meeting week in and week out? Right. There's probably nine decent meetings that you had there, a relatively productive where you had a lot of people engaged and bought in, but all it takes is, is one interaction that went sour, really one interaction that people were disengaged.
• 11:02
  Gabby started yawning, I started yawning. There was a there was a disagreement, there was tension, there was conflict. And now the whole room is starting to feel the effects of that. Now the entire room is really just in this idea that like, oh boy, another another Monday morning meeting. Right? And that just becomes the norm that becomes associated with that.
• 11:23
  Because of that negativity bias, because we're so hard wired to match each other and to really rely on each other for understanding information and contexts. Okay.
• 11:35
  Yeah. And really, what we're doing and when we understand the science behind communication, right. Like as human beings we are constantly processing information. And like you said, we're social beings. So when we get into these social interactions, even at a subconscious level, we are
• 11:54
  processing information that is so subtle, the micro expressions,
• 12:00
  the little shifts and, you know, eye contact or body language that without even intentionally meaning for it to influence is the way that we respond.
• 12:14
  Because like you said, we want to match that energy.
• 12:18
  I don't want to come in really excited into a conversation and respond to you when you're expressing frustration and you're expressing,
• 12:27
  you know, something just went horribly wrong. And I come in, I'm like, oh, well, it's all great dandy. Like it's going to be fine because I'm having such a great day.
• 12:33
  You should be having such a great day. What do we call that? Well, I'm approaching you with toxic positivity. Right.
• 12:40
  And that disrupts the relationship.
• 12:43
  finding a way to match is a skill, but it also, you know, it takes intentional effort. So I like what you said there around some things to watch out for. Yeah.
• 12:54
  That negativity bias is something that is ingrained in us.
• 12:59
  finding ways to not let that,
• 13:01
  loom over your presence is,
• 13:05
  definitely a skill.
• 13:06
  I love the fact that you brought the, the neuro background into this, too, right? Because not only are we picking up on such subtle cues all the time, but we're using that information, right?
• 13:16
  We're trying to figure out, okay, what's going to happen next when we take a stab at teaching change and how the organizations and leaders best manage change. There's a lot of research that shows, like your brain is constantly seeking out patterns, and it's constantly seeking out this idea of, okay, if this happens, then I'm going to do this.
• 13:36
  You have those contingency plans, you have those implementation intentions. And we can see that from an emotion standpoint that when we have this contagion, when we're trying to plan around that. Right. So we're almost when we have the national emotional contagion, we're almost hardwired. So to use that information and as you said, you don't want to be the toxic positivity you want.
• 13:55
  So you match others, right? You begin to blend in to the room there. You begin to feel the negativity, the dread that comes with the meeting, the the tension that comes with whether or not conflict is going to come up there. Right. And you, you begin ruminating, okay, if I end up in conflict, how am I going to think through this thing?
• 14:15
  Right? Am I going to think through this issue, through this task? So really, that idea being, yes, we want to blend in. Yes, we're hardwired to read each other automatically. And yes, we're even more hardwired, unfortunately, to really notice, remember and weigh the negative than the positive. So taking that into consideration in terms of okay, why do things turn so quickly negative as opposed to so quickly positive.
• 14:41
  And one other thing in the literature that shows up is how this phenomenon varies based off of the strength of your relationship with the individual. Right.
• 14:52
  The more we care about someone, the more we are genuinely, invested in our relationship with someone. The more we see this happening, right? The more we see this contagion occurring.
• 15:06
  that's where it becomes equally dangerous, but also a great tool, because if I can really feel what you're feeling, that's empathy, right? Like I have empathy for you, but can I also change the tone of the room when needed?
• 15:22
  And that's where the challenge comes in. As a leader.
• 15:26
  that's really just the idea of the weight that falls onto a leader.
• 15:30
  Shoulders. Right. It's that idea that, okay, right now people may be dreading this meeting. Right now, people may be dreading conflict. They may be dreading tension. They may just be they think of the culture of the current organization, of the current team. Maybe it's an announcement, but you ultimately, because you set the tone, because you set the standard, have an ability to be really intentional with, hey, what am I carrying into this meeting?
• 15:55
  What am I carrying into my day to day interactions, whether they be one on one or whether they be in more group settings? Right. So this idea of okay, if I'm a leader, I can be particularly stressed out that we're not hitting our goals, right. We're not hitting quota, we're not hitting our standards. And you can watch in real time that stress spread from person to person to person, right from department to department, really, when we think about the higher level leaders, the more organizational leaders.
• 16:20
  But to that end, the other side, you guys are hitting you guys, hurting goals. If you can influence and emphasize being calm, right? Okay. Let's focus on what we can control. Let's begin to shape and mold the behaviors that are going to more likely lead us to success. Well then on the other side of that you see the calmness.
• 16:40
  You see the the collective sigh of relief, so to speak, for the rest of the team, for the rest of the organization. Okay. We're now where we need to be at right now, but my leader certainly believes we can get there. I should too. All right. So it is a very it's the same context where you have a leader, where you have an organization that might be short of their goals, they might be falling short, but the responses they're in really dictate, okay, what direction emotionally is the rest of this team heading?
• 17:08
  Is the rest of this organization heading
• 17:10
  And for any any of our parent listeners, I'm going to provide an example here that really brings this to life. And some of you may have the, or at least have seen what I'm referencing,
• 17:22
  if you're on any form of social media, but there was a stint where there was a social media trend of parents holding their, you know, infant to toddler children walking up to a wall and hitting their foot on the wall and making a boom sound like a like they bumped into it.
• 17:42
  And the baby, what is the baby do looks at the parent for their reaction. Yeah. And then if the parent provided a response, oh, are you okay? The baby would start crying. But if the parent responded with smiles and you're totally fine, the baby was fine. Didn't cry at all. And so from a, yeah, I mean, instinctual level, like, we are wired for this to where
• 18:14
  whoever we look up to, whether that be our parents, our coaches, our bosses or, you know, leadership within our organization, they really dictate and drive how we respond to any stimulus.
• 18:31
  And it's programed from an early, early age.
• 18:34
  yeah. And I think to something we, we talk a good bit about in our, in our workshops and in our work with clients and leaders, is this idea of intent versus impact, right. This idea that, okay, when we aren't hitting our goals, when we are falling short, when there is a lot of ambiguity that comes through how a leader responds, they could have the best intent.
• 18:55
  They have the best of it. Like, hey, I'm stressed and I want to make sure that people understand the gravity of this situation, that people understand that if we don't get our act together, maybe there's going to be layoffs, maybe there's going to be further ambiguity in terms of whether this business makes it right now, the intent of that is well intended, right?
• 19:13
  Hopefully it allows people to recognize the urgency in the situation and allows them to take actions that they need to right that. To that end, the impact of those emotions, the impact of what you're seeing, broadcast from a leadership perspective, is usually further stress, right? When the baby example being a prime example, right? We look to these individuals, hey, like how do I need to respond to this?
• 19:36
  So how do I respond to this stimulus effectively, I better start feeling stressed out, right? I better start showing that I care just as much, or else I don't know what's going to happen moving forward here too. Right. So it is it is a very important question as a parent, as a leader, as a coach. Right. In terms of okay, what are the what is the intent of my of my actions?
• 19:56
  What is the impact of my actions? What is the intent of my emotional response? What is the, the impact of my emotional response? Right. And the gap that exists between those two things really gets at the gap in your understanding of what is the present ultra look like here?
• 20:13
  just hearing that, I can imagine for our listeners to like feeling the weight of that as a leader.
• 20:18
  Like if you're a parent, if you're a coach, if you have any of if you're have anybody who looks to you, in some capacity, like, this is a burden to bear, right? Like you're like, wow, everything I do had such an impact. And yeah, it does, but that's why it's such an important topic. And we'll be talking about some of the, strategies and approaches for, you know, how do how do you do this?
• 20:43
  Well,
• 20:44
  but just want to take a second to acknowledge like, this is this is hard to do. And it's something that it definitely takes intentionality, like you're saying. So,
• 20:54
  the cost of being a leader. Yeah. The heavy wears the crown, right? Heavy. Where is that power? And that responsibility? Absolutely.
• 21:02
  As well. So when we talk about this, this leadership perspective, we talk about this culture perspective, not only just from a leader.
• 21:08
  Right. I'm sure anybody who works as a part of a team has seen this live in real time. All it takes is one person, right? Really, really and truly. You can have a group of ten people and nine of them can be giddy. They can be productive, they can be optimistic as they focus on their day. But if you have one individual who's chronically negative, who likes to poke holes in things, who ultimately just continues to see showers on a sunny day, so to speak, that can cool down the rest of the group.
• 21:41
  Right? Because we have that magic because we're, again, we're getting multiple information sources. You can see where stress begins to spiral. You can see where anxiety begins to spread and then feed on itself. And now you have one person, or you had one person who was chronically negative, who was always poking holes. You can watch it slowly spread to 2 or 3 people and 4 or 5 people.
• 22:03
  Now you're looking at a 5050 split of what's going on with this group over here. Like, are they living in the same reality that I'm living in anymore? And that's where you get even further tension, right? That's where you get the emotional climates hardening into culture over time. Right. And then that loudest mood, which unfortunately, you always you usually tends to skew negative sets the tone, it becomes the climate, it becomes the norm that we approach our organizations and we approach our days with really when we go in and log on for the day, whether it be remote or whether it be in person or, yeah, it brings up something we haven't quite found, which
• 22:40
  is the importance of being able to guard yourself from the contagion of others. Right? Like we've been talking a lot about creating the contagion and the way in which you want to create it. But there is another aspect here of how do I guard myself from that one bad apple? How do I guard myself from that one person who is creating negativity on the team so that it doesn't spread?
• 23:07
  And as well as a as a leader or even just from peer to peer accountability. Right. Like how do you challenge that on other person. Right. Especially if you can in real time see that their negativity bias and skewing their worldview and skewing their perspective and not allowing them to see the bigger picture of what the team is accomplishing, of what the team hopes to accomplish moving forward.
• 23:28
  Right. And that idea becomes, okay, like if I if this gets left unchecked, if this gets left alone and we just allow it to fester and faster and faster, you're going to see a pandemic of sorts in terms of emotional contagion. You're going to see how easily and how quickly it spreads from person to person, and really turn a culture and climate completely upside down.
• 23:52
  it is crazy how quick it can happen,
• 23:54
  just by turning that blind eye to it. Now, I've worked with quite a few, team sports, and this has been a problem on almost every team I've worked with. I mean, regardless of sport, softball, cheer and dance, tennis, volleyball, I get it. This does not selectively apply to certain types of teams.
• 24:21
  This is widespread. And so you will always have those people who lean more into negativity.
• 24:30
  And so like you said, how do we manage that? How do we not let it impact the team climate.
• 24:37
  yeah. So we've got a couple tools to, to really close this, this episode out here. And the biggest thing is it starts with you, right.
• 24:44
  Whether you're a leader or you're not a leader, the idea being you have to regulate yourself first. You have to focus your time, energy and attention and understanding. Okay. What is it that I can control? One of the analogies, we both used to use Gabby, as I remember in some of our work together at Florida State, was, okay, if you have a hula hoop around yourself, what is it that you can control?
• 25:05
  And it's everything that's in that hula hoop your actions, your thoughts, and your own emotions and behaviors, right? And all they do the day what you're transmitting is what you can manage, right? Really, whatever is coming from you from an emotional standpoint, especially on the topic of emotional contagion and the energy that you're bringing into those rooms, is your responsibility, right?
• 25:27
  So you can at the end of the day, you can see where other people are turning negative, where the stress, where the frustrations, where the tension is really just boiling up inside of them. But if you control yourself, if you're ultimately saying, hey, I'm going to choose to be calm in this situation, I'm going to choose to go out of my way and fight this negativity bias and seek out what is good, what is currently going on that I can continue to multiply, that I can continue to bring about even moving further.
• 25:54
  And you'll probably see some positive emotional contagion from those around you. But oh, Gabby is bringing this energy that we so desperately need in these hard times because she's regulating herself first. Yeah. So regulating yourself first. It's the first skill. The second, which you touched on a little bit, but being deliberate with the tone that you set. And in order to do that, you have to have the awareness and the ability to regulate yourself.
• 26:24
  Right?
• 26:25
  So setting the tone deliberately, this is all about deciding how you want the team climate to be, deciding what you want the mood to be. And my mind goes to, you know, we always say this, the people closest to us tend to get the worst version of us right. And it's true, because at the end of the day, we've had a long day where exhausted, we get home.
• 26:52
  Maybe we're overstimulated, we walk in and we are not the best versions of ourselves for the people who matter most to us. And that is a deliberate choice. Unfortunately, if we were to, in the car ride home, do what you just said, regulate, calm ourselves down. Do you stimulate? And then when we pull into our driveway, deliberately say, I'm walking in with positivity, I'm walking in the best version of myself.
• 27:21
  Imagine the difference that could make just in the mood you create at home.
• 27:26
  yeah, that's the second piece here. So regulating yourself and then decide how you want to show up.
• 27:33
  And I think it was a perfect transition, Gabby, into
• 27:35
  the third piece of buffering the negative, right. This idea that we have to address chronic negativity and not absorb it. And it is twofold, right?
• 27:44
  It is within ourselves and it's also within others. So as Gabby talked about that idea of when you're setting the tone deliberately at the end of the day on your car ride home, or whatever the transition looks like between your workday and your home day, so
• 27:57
  you have a choice in that, right? You really have a choice.
• 27:59
  Okay, do I want to compartmentalize or I want to leave my work at work, or I want to leave my negative mood at work? Right. It is difficult. There is. I'm certainly not going to tell you that it is an easy transition to make, but there are things that you can do to reset yourself more appropriately. The flip side of this coin, the second part of this coin is addressing chronic negativity.
• 28:20
  When you recognize it in your workplace, right, you can recognize it as home as well, right? You can see your significant other struggling with the negativity. You can see your kids struggling with the negativity. You can see your coworkers struggling, or they maybe even the people underneath your own director points. Right? So really getting a better understanding of, hey, what are the specific behaviors driving this?
• 28:39
  Right, in terms of emotions? What are the perceptions that you're seeing when we operate on this idea that our thoughts drive what we feel? What is going on in your head? What are the interpretations within the perceptions that you're consistently having that are really causing you to be over overtly negative and impacting our relationship and impacting our team and impacting our dynamic?
• 29:03
  one of the best things you can do for that is simply naming the emotion that you're experiencing. It's a very simple thing to do, but we oftentimes don't do it. We just let whatever we're feeling build up inside, and then it comes out through reactions, it comes out through responses. But if we were to say, wow, I'm feeling overwhelmed.
• 29:28
  Wow. I'm feeling disappointed. I'm feeling angry. Like that in and of itself allows you to buffer. Right. So that's really the next step is once you've addressed the negativity name, where it's coming from, what is the emotion behind that negativity?
• 29:49
  talk about something called emotional granularity. Right. And the more that you become intentional with naming the emotions you experience, it increases that that granularity to say, okay, well, just because I feel this doesn't mean that I have to react in this way.
• 30:06
  Like there's there's some dimension now to it.
• 30:10
  So that's really the the first easy skill you can do is to simply say, what's your feeling.
• 30:16
  yeah, maybe the team it really came at the team it in that way. And you know, a lot of this is as we're really hinting at here starts with awareness. Right. You have to have that baseline level of awareness.
• 30:26
  Hopefully you can develop your emotional vocabulary so to speak, to get that granularity. And one of the the biggest pieces of advice that we tend to give to clients, especially when we talk about managing an emotional climate, right, is if you're over here, right, and you're frustrated, you're stressed, you're upset. Sometimes it feels like a really, really big job to get into.
• 30:47
  Happy to get too excited, to get too optimistic. Right? So rather than ask yourself, how do I make this drastic shift? How do I make a small shift to neutral, right. If I'm at like a ten out of ten, frustration wise, stress wise, how do I get down to like a 7 or 8 at a ten where it's a little bit more manageable then because I can do seven or 8 or 10, and then I can get to like a 4 or 5 out of ten.
• 31:10
  Right? So that idea of asking yourself, okay, how do I see the positive? How do I get back to neutral not only for myself, but for the rest of my team? Because that idea of it being you can't stop emotions from spreading. You can't stop unless you just decide you don't want to work at a team anymore, right?
• 31:29
  You're not going to be able to prevent emotions from spreading from person to person, from team to team, but you can ultimately decide which ones you do want to start spreading, which ones you want to be quite a bit more intentional with. And that's a great point. And it it really is the, you know, summary of everything we're talking about here is that it can't it can't be stopped right now.
• 31:53
  Smoke contagion is going to happen.
• 31:55
  But two thing to regain control of that choosing which emotions you allow to spread that is really at the core of the message today. And it's where you regain control,
• 32:10
  of your team. It's where you can regain control of your own experiences,
• 32:15
  and ultimately create that climate that you want within your teams.
• 32:20
  So I think that that's a great point to end that on. And, and one thing that I'll just say is, you know, some things to start asking your self-reflection wise in relation to this. It all starts with awareness, like you said, Anthony. So asking yourself, what am I transmitting? Like what? What emotions are people experiencing from me?
• 32:43
  And around me and, and starting to really get a feel for what that looks like and the different situations where maybe you are more prone to,
• 32:54
  spreading those negative emotions because we're all guilty of it. I mean, none of us are perfect. We're all guilty of carrying that negativity around, especially into the certain situations we're predisposed for.
• 33:06
  So asking yourself the simple question of what am I transmitting and and what situations can be a great starting point for this? You're always going to be contributing. You might as well make it intentional. You might as will be purposeful with it. Exactly. Well, I think that this has been a very interesting conversation for for me. And I know, Anthony, I think that we've had a lot of good analogies and, so hopefully our listeners took something good from it.
• 33:35
  But we're always open to your feedback and thoughts, so please like and subscribe to the channel.
• 33:41
  And we look forward to having you tune in to the next episode. Thanks so much. Take care y'all.