This special edition episode of Business Edge contains some of the highlights from Alpha Kappa Psi Professional Business Fraternity's Presidents Academy and Fraternity Advisors Conference. Some of these topics the speakers covered were self awareness, foresight and persuasion, alignment and execution, and managing conflict.
This special edition episode of Business Edge contains some of the highlights from Alpha Kappa Psi Professional Business Fraternity's Presidents Academy and Fraternity Advisors Conference. Some of these topics the speakers covered were self awareness, foresight and persuasion, alignment and execution, and managing conflict.
Chris Woods [00:00:00] When our needs are being met, everything's great, right? Everything's good, we can be our good day selves. When the world's treating us the way we want to be treated, everything's fantastic. But when the world is not treating us the way we want to be treated in, our expectations are not being met, well, that's what we suffer those feelings of frustration, anxiety, disappointment and we get angry, we get sad, whatever it might be, and we flip into stress behavior.
Finn Lambouris [00:00:27] You're listening to Business Edge, the podcast for professionals looking to excel in the workforce. In each episode, our guests take a deep dive into their personal and professional experiences to give you an edge in the marketplace. This podcast is brought to you by Alpha Kappa Psi Professional Business Fraternity.
Finn Lambouris [00:00:42] Welcome back to Business Edge. For this special edition of Business Edge, we're going to be sharing highlights from Alpha Kappa Psi Professional Business Fraternity's Presidents Academy and Fraternity Advisors Conference. First up is the opening session from Fraternity President Thomas Tran and CEO Steve Hartman. Take it away, Thomas.
Thomas Tran [00:00:59] The first thing about servant leadership is to understand you. What does leadership mean to you? This is a term that you'll be hearing a lot. It could be a familiar term you've heard, or it's a brand new term. But when I say servant leadership, what does that term mean to you? So Servant Leadership focuses on one single question, who do you serve? A servant leader's main priority, their highest priority is to make sure that their member needs are met. How do you ensure the other's needs are met? You're here to serve them. A quote from Robert Greenleaf, who is the founder of Greenleaf Center of Servant Leadership, he said being a servant leader begins with the natural feeling that one wants to serve. To serve first, then conscious choice brings one to aspire to lead. So what does that mean? The core, the heart of servant leadership is that desire to serve. And when you have that desire, certain leaders focus on three main areas, right? Yourself, others, and organization. And what does that look like in those three areas? So in the area of yourself, it's about understanding your self-awareness, empathy, and foresight. When it's about others, it's about serving by listening, building, and persuading. And when it's about the organization, it's about understanding and concentrating on the vision, alignment, and execution. When you have all nine of these skills and tools. Self-awareness, empathy, foresight, listening, building, persuading, vision, alignment, and execution. Those nine skills and tools, that will be your foundation to start your servant leadership journey. Part- being part of servant leader or being a leader in general is understanding your vision. Why is having a vision important? A vision is not an end goal, it's a direction forward, and that line will continue to grow as you develop and go on to that journey. So what makes a vision great? Well how do you craft the vision? And it's based- there's three main drivers. It's exploration, boldness, and testing assumptions. So in regards to exploration, right? It's being open to a full set of possibilities. There's no bad ideas. Be open, explore everything and anything under the sun. And then from there, prioritize them based on what you need now. It's about boldness. Boldness does not mean setting big scale items. It means willing to go out on a limb to champion new ideas and new direction. Taking that little risk on yourself, and your team, and your members to take the step out of the comfort zone to try something new. And understanding that failure is OK. Failure is part of what makes leaders so great. They are built on mountains of it. Because if you're not learning, you're not growing, right? And the other piece, the third driving factor of crafting a vision is testing assumptions. So what does that mean? It's hearing feedback from your team members, getting objective input on some of the potential problems with that vision, right? There's going to be obstacles with those vision, with anything in life, there's going to be obstacles of vision. So acknowledge that. Understand that. So when you are building things, knowing the path forward towards your vision, you can take that into account and navigate towards that.
Steve Hartman [00:05:00] One of the things I would love for all of us to take away is a mindset that we all have some responsibility for achieving our vision as an organization and even to some degree of ourselves as we think about our own growth and development. When it really comes down to it. As long as everyone's clear in their role and is willing to accept that responsibility, then we can all achieve whatever that vision or goal is. Visions by nature are aspirational, right? They're aspirational. So what that means is that you may never actually achieve your vision, right? You can just constantly work at it, constantly try to get there. The difference is with a goal, you probably have all seen that model that the smart goal model where you have something measurable, you have something achievable, right? A vision is a little different. A little bit different. A vision's aspirational, right? A sports team might want to win, you know, the national championship. Well, that's probably their vision for every year, but only one team is going to get there every year, and it's still going to be the vision for the following year. But they might have goals of winning eight games or winning the conference or whatever that is, but the vision is aspirational. So one thing about aspirations is that we will fail again and again and again, right? And that's what Thomas was talking about in relation to learning. Typically, we talk about things in terms of like soft skills. You've probably heard that a lot, right? You can learn accounting and you can learn operations and things like that. But it's the soft skills that matter. It's communication. It's critical thinking, it's being able to have emotional intelligence, these soft skills. So we all have a chance to grow and learn. It doesn't matter where you are in your career, it doesn't matter where you are in your life. And I need encouragement in the different things, you need encouragement. So that's part of what we all have to do for each other in these times. So generally speaking, without diving too far into this, the survey that we looked at was that most employers, or entrepreneurs, if they're looking for people who are software engineers or finance people, they were very confident that if they hired you out of college- again doesn't matter which college, they're very confident you have acumen in that area of discipline, right? You know accounting, you know operations, you know finance, whatever, or HR. We're going to hire you in, we understand that you are given those skills. But what they said that was troubling is that there are other skills that are not primarily part of whatever the discipline that you studied, that they needed more in their organizations, that they didn't feel like new graduates particularly were coming out of school being able to offer. So that's basically what this says, right? Most of the stuff is interpersonal relationships, most of the stuff is teamwork. Most of this stuff is "we've got a problem we have to break down and figure out how to approach it," right? Like, that's the stuff that's hard. And that doesn't matter if it's for profit, nonprofit, personal life, marriages, relationships. That's the stuff that's hard. What's the most important thing for executives to be successful? The most important thing, everything else taken, you know, financial acumen, enthusiasm, extrovert-introvert, whatever. What's the most important thing, and the number one thing was self-awareness. Self-awareness. So it starts with understanding the inventory that you have of yourself. How do people perceive you? How do you get things done? And being able to accept the feedback and respond?
Finn Lambouris [00:08:29] Thank you, Thomas and Steve. Next up, we have Chris Woods from Plaid discussing self-awareness.
Chris Woods [00:08:35] We're going to be talking about your personalities. Your motivations, your drivers, your passions, your desires, your interests, your needs and perspectives. We're also going to be talking about your behaviors, your good day behaviors and also some of our bad day behaviors, our stress behaviors. And then we're going to be talking about how those strengths and challenges apply to who we are, and how we can learn more about ourselves so that we can make better decisions for ourselves and for people around us. Now, as we jump into this, we recognize and like Steve mentioned, we start with self in a lot of the programs that we focus with because we want people to have a good foundation of who they are. And the concept of knowing thyself or the unexamined life is not worth living, those are concepts that have been around for hundreds of years. You know, Socrates, big proponent of it, he got persecuted for it. And luckily, that's not the way it is today, but it is seen as a catalyst to success in today's society because the better we know ourselves, the better we can make decisions for others. And the reason being is because we recognize there's three relationships that we have in our life. First is the relationship with self, that little voice inside of our head that's always talking to us telling us right from wrong, telling us how to go with decisions to make. We also have the relationship with the people around us, our friends, our family, our brothers, our sisters, our coworkers, people we interact with. And the third relationship that we have is with the stuff that we do. The organizations were a part of, the school we go to, the jobs that we work at, the tasks that and projects we find ourselves involved in. But the common denominator is relationship with self. When our relationship with self is off, well, then the relationship with other people is going to be off, and the relationship with the things that we do is going to be off. And maybe you've experienced this before, Have you ever been around somebody or known somebody that always kind of had a lot of drama in their lives? Always a lot of conflict? A lot of things going on? Well, if you think about it, oftentimes it's because the way they saw the world was very different than the way the people around them saw it, or the organizations they're a part of saw it. And that's not to say that their perspective is wrong, but it was in conflict with what everyone else saw, and that's why it's so important that we understand ourselves better so that we could eliminate some of that conflict that we might experience in our lives. Now there's lots of different ways to gain personal development. Personal development is really anything we do to grow and develop. But when we talk about the term self-awareness, it's a little different. What is self-awareness? The ability to identify our strengths and weaknesses. Self-awareness is this funny thing, right? Self-awareness is the ability to look at ourselves objectively, which is really hard because it's coming from a subjective source. But have you ever had that thought like, Wow, I wonder what I look like if I was standing over there right now? You ever had that feeling before? You ever had that thought? Or you ever been driving down the road and you get wrapped up in thought, and you're like, "I don't remember the last 10 miles," right? It's because we're thinking, we're reflecting, we're contemplating experiences that we've had. Why do we do the things that we do? Why did we feel the way that we felt in that situation? Why did we react the way that we did? That self-reflection- and there's wonderful ways we can go about self-reflection or self awareness, and that's self-reflection, meditation, some people like to journal, some people do it through exercise and physical activity. Some people do 360 evaluations where they ask people around them what they think of their personality. And another way is to take a personality assessment. The Birkman was developed by this guy, Dr. Roger Birkman, a really cool, interesting man. No longer with us. See, he was a fighter pilot in World War Two, and his job was to fly planes and drop bombs on supply chains, factories, things like that. And he said on his last mission, his plane got shot down, and listening to him tell the story, he said, "You know, it was a normal day. I had my orders. My crew knew what they needed to do. We got in the plane. We flew up. We were on our way. Our mission was underway." And he said, "but then our plane was shot." He said that normal day went right out the window, literally. He said the cabin filled with smoke every bell, whistle, and alarm went off. And he said, "I knew we were going down, so we had to bail out of the plane. And fortunately, my chute deployed." And he said, "it was actually kind of peaceful for a moment. I was able to collect my thoughts. I watched my plane go off in a fiery blaze of glory." He said. "But we landed in a wheat field and we knew the enemy had seen us, so we had to disengage from our parachutes very quickly and hide." And he said, "at one point they were so close I could see their boots through the wheat." He said, "but luckily we were rescued by the Dutch underground and we were being held in this barn like facility for a while as we waited things out." And he said "it was there that I noticed something." He said, "I noticed that we were all acting very differently than we normally do when we were having a good day, you know, back at camp. That made sense. We were a life or death situation." He said, "well, what I found even more interesting is we were all acting a little differently than each other." He said there were some guys that were like, "OK, we need to create a plan. Let's take an inventory of everything that we got and create a list." And then there were some guys that were like, "oh, heck, with that, let's just go out there and get the enemy." And then there were some guys like over off in the corner, really emotional and scared and frightened. And then there's Dr. Birkman kind of observing all of this human behavior, and is like, "huh? Ain't that interesting?" And that thought stuck with him, because luckily and fortunately, he made it back to the United States, he was rescued and when he got back, he decided to go back to school and he got his Ph.D. in industrial psychology and his dissertation was on stress behavior, and what causes stress behavior. If we understand what our stress behavior is, and we understand where it's coming from, then we have a better chance of managing it and maybe not doing something that we regret later on. Now the interesting thing about usual behavior is that on a good day, well, it's flexible. We can adjust our style to the environment that we're in or the people that we're around. Think about it. We're a little different at home than maybe we are when we're out with our friends, or maybe when we're at work with colleagues, we can adjust our style based on what we think is most effective. Now, the important thing to remember, though, on a good day, we are in control. We're in control of our emotions and therefore we can control how we respond to the world around us. When an individual becomes independent, what I mean by that is no longer taking the laundry home to mom and dad, no longer depending on someone else for financial resources, and they've had some success and some failure in their lives. Well, what we've learned is that a person's needs and perceptual filter lock into place and are likely going to stay there for the rest of their lives, even through milestone events like getting married, having kids, retirement, all that stuff. Our needs are likely going to stay in place for the rest of our lives. And when our needs are being met, everything's great, right? Everything's good. We can be our good day selves. When the world's treating us the way we want to be treated, everything's fantastic. But when the world is not treating us the way we want to be treated in, our expectations are not being met, well, that's when we suffer those feelings of frustration, anxiety, disappointment, and we get angry, we get sad, whatever it might be, and we flip into stress behavior. We've all done something that we look back on and say, "Man. If I can go back and do that again, I would do it differently because I was just stressed at the time and I did what felt normal." And that's the interesting thing about stress is that it feels normal. It feels natural because it is. We all have stress, but we know that the longer we perform in stress, well, the less likely we are to be our best selves. And the point is, when our needs are not being met, we start to lose control, we start to lose control of our emotions and therefore our behavior in many situations. So that's why we talk about stress behavior.
Finn Lambouris [00:17:17] Up next, we have Chris Woods again, this time presenting on foresight and persuasion.
Chris Woods [00:17:23] Foresight plays into everything that we do on a daily basis, right? You know, we make assumptions based on our experiences that we've had. We go about our day trying to make decisions based on things that we know could happen like, you know, don't want to turn on the shower too high or, you know, we don't want to leave our bagel in the toaster too long because it will get burnt, or we don't want to eat food past the expiration date because that one time I thought it was OK and I got really sick and it was not pretty. And then like, we know not to put in a red sock with our whites, things like that, just hindsight, and that foresight goes about how we make good decisions. And we do that every day. All of those things play into foresight. Now the question there is. "Well, I've got all this foresight. I have all this experience. I know what needs to happen. How do I get people to follow me? How do I get people to believe in what I'm saying?" "The leader needs to have a sense of the unknowable and to be able to foresee the unforeseen." -Robert Greenleaf from the center of Servant Leadership. Multiple viewpoints preparing for the worst. Recognizing what could go well and what could go wrong. Yeah, there's lots of different things as it relates to foresight and this quote is really, I love it. The unforeseeable is the word that sticks out to me. So how do we get people to believe in what we believe is the unforeseeable? Well, that's what we call persuasion. How do we get people to trust what we want to say or what we want them to do, or the vision that we have for our chapter? We do that through persuasion, persuasion. And by doing that, we have to build trust with them. Trust, such a powerful word, a word that we use day in and day out. Trust, and trust has a lot of definitions, but at its core it's really two things. Trust is predictability. I predict that somebody is going to behave the way I expect them to behave. I predict that this situation is going to play out the way I think it's going to play out, and therefore I trust it. But it's got to be something else? It can't just be predictability. Trust is also the common definition of doing good. "I trust this person because I believe they have the best interests in mind for me and maybe for the organization. And they trust me because I've communicated, I've persuaded them that I, too, have their best interests in mind and I have the organization's best interests in mind." That's when you create trust with somebody, it's when you are able to persuade them that you have not only their best interest in mind, but then you can example and demonstrate predictable behavior. That's when we build trust with somebody. And there's lots of great ways we can go about doing that, and using persuasion is a wonderful method. Think about something recently that you purchased. Think of something recently that you purchased. It could be anything. It could be a book, could be a toy. Doesn't matter what it is. I want you to take a moment and think about why did you purchase that product? What was it that convinced you to purchase it? Did it meet your expectations? Or did it fall short? Was it something you had been looking for for a while? Or was it something that was spur of the moment? Did you look at reviews, or was it based on product placement? I want you to consider all of those different things, and then I want you to consider a product that you consciously decided not to purchase. Why did you decide not to purchase that product? Think about that product that you purchased recently and why you purchased it, and also a product that you consciously did not purchase and think about why you did not pull the trigger on that. Think about all the different methods and all the different influences that persuaded you to purchase that product. And it could be a service as well, but I think a product is probably the easier thing to focus on. What were all the different ways that influenced you and persuaded you to purchase that? There's lots of different things that we purchase with lots of different reasons why we purchased those things. There are three main methods of persuasion. Ethos, pathos and logos. Each one of these applies to a different method of persuasion. The first one is ethos. Essos is ethical appeal, and when we talk about ethics persuasion, we're talking about building credibility or character or applying to a morals and values. Ethos is Greek for character and is where the word ethics is derived from. This method utilizes- a lot of times it utilizes history or tradition. Over the last hundred years, we've done this: "We have a tradition of providing fiduciary responsibilities to our clients," or, "we believe in this ethical code of conduct, morals and values," so there's an ethical appeal to that persuasion method. Now the next one is pathos. Pathos is the emotional appeal that we can use in persuasion. Ethos is really could be an emotion that sparks joy, or it could be an emotion like anger that's caused us to do something. Pathos is Greek for character and is where the English words of empathy and actually pathetic come from. Lastly, we have logos. Logos is the logical appeal, logical persuasion method and really is where the term logic comes from. So as we think about these different methods of how we can relate, how we can persuade, I want you to kind of think about, OK, where do we take this next? Take this with you and utilize these persuasive skills to be a more effective leader.
Finn Lambouris [00:23:51] Thank you, Chris. CEO Steve Hartman is up next, speaking on alignment and execution in regards to servant leadership.
Steve Hartman [00:24:00] OK, so to the subject at hand, looking at the journey that we've been on up to this point, we started with the idea of: let's talk about you, your style, your tendencies, your interests, the way that you communicate, and then we sort of took that forward around persuasion and listening, and basically, as interpersonal relationships. Some of the things that we talked about in relation to goal setting and vision is that you're trying to paint a picture. We're going to talk about today is alignment around what keeps you- what will keep you from getting to that vision, getting to those end goals that distract. And there are things that you will need to confront and challenge as a leader in trying to figure out how much do I challenge, when do I challenge? When do I push? When do I not push? And having that sense of understanding when those things happen. All right. So when we talk about alignment, a couple of things I'd like to just sort of go from. So again, from your vision, it provides that where you're headed, right? And then the alignment is, how do we get everybody aligned around that? And then from there we get into execution. So the first thing is we have to have a vision. We have to define what the goals are and what it looks like. Once we have agreement there. Then we talk about aligning our organizational values and our resources. We talked about alignment in terms of the three areas of clarity, dialog and inspiration. All right. So, clarity, dialog, and inspiration. So clarity. If I could give you an example, for clarity, as a leader, one of the things that you're going to get tired of is giving the same speech over and over again. But a lot of times the audience is different or a lot of times the third or fourth time you say something, then someone actually hears it and listens. But the people who are closest to you, your executive committee, they're probably going to hear you say the same thing four, five, six, seven, eight, nine, ten times, right? But it's extremely important that you're comfortable with saying those things over and over and over again because it adds clarity to the direction that you're headed, to the message that you're sending, to the whatever values are in line with that direction. So, when we talk about clarity, a lot of it is is really repetition. And as a leader, being comfortable with sort of hearing yourself say the same thing over and over again and hopefully understanding that that's actually part of the process. The second thing is we get into dialog. So sometimes it's a it's a matter of going back to with some of the things that Chris talked about. It's like, how are people interpreting what we're saying? Is it literal? Like, some folks will be great when you say to them, I have an idea about what we want to do. And I have an idea about what that would look like. But I don't really know specifically what I'm looking for. Go for it. And they're great with that, and they'll be like, "I got it, I'm on it, I'll get back to you next week or I'll get back to you tomorrow." Other people, again, going back to how they want to be communicated with or the structure they want, they might say, "Okay, I don't know why you're talking about. I need more specific information, and I want to know exactly what problem I'm trying to solve. I want to know how you think we ought to solve it, and I'm happy to execute it. But that conceptual stuff is not going to work. I need to know what you want," right? So part of it is about bringing the clarity to what the goal is at the end and what you're trying to get to, and also understanding what dialog you need to have with your group, going back to the things that we just did around listening and questions and asking opening questions, all those things that are important to it. OK. Finally, looking at inspiration. How do we get people engaged, interested? What are we offering them that will help them get engaged and stay interested? And then also just rewarding and acknowledging the behaviors that we know are pushing the organization in the direction of our vision and our goals. So having said all of that, we get into the question of, then what sort of takes away from all of that clarity? All of that dialog, all of that inspiration. What are the things that we're going to face, right? Now, all right, so, execution. Some of this might be interpreted as as management and some of it, but really a lot of it comes down to structure. So to get to good execution, there are some things that need to be done before. And we talked about vision, clarity, and purpose, right? But there also needs to be, maybe more importantly, clarity on roles, and rules. Roles and rules. As a leader, as a servant leader, sometimes you think, "I'm going to have to exert some sort of authority to make sure these rules are followed or the boundaries are kept in place." And that can be difficult. But in reality, you're still serving by enforcing those rules and boundaries because most of the other people in the room that are involved, they want you to do that because they want some sense of understanding, what's my role? How does it fit in? If someone starts to get in my way or disrupt everything, they are counting on you to make sure that those boundaries and those tools are used. So there are times when you're going to have conflict of like, "Geez, am I really like, I'm going to have to hold somebody accountable to certain rules and certain things," and you're going to think, "Well, is that really servant leadership? Am I really doing what's best for them?" Well, in actuality, you are. You may not feel like it at the time, but A, you're providing clarity on what the expected behavior is. And B, you're trying to take away the behaviors that are going to keep you in the organization from getting to the goal and the vision. So it may seem like it's in conflict, but it's actually right aligned with exactly what you're trying to accomplish as a leader. So the alignment is not just around the process part, and partly it is, but it's also about the rules and the things that you set up for structure.
Finn Lambouris [00:30:07] The last highlight of the weekend comes from Jenna Lutz, speaking on managing conflict.
Jenna Lutz [00:30:13] How do we best manage conflict? Conflict happens, it's a part of life, it's part of everyday life as a student, as an advisor, as a professional, it just happens. Within your family, with friends, conflict is inevitable. Seeing the possibility in conflict, and I don't know if you've ever stopped to think about that because we think of conflict and we just have this negative connotation about it. But being able to kind of see through, "someone made that attack," some of that negative connotation and think about what are the possible outcomes and potentially positive possible outcomes that can come from conflict. How do we hear past the attack and then how do we develop curiosity in conflict? Where does conflict even come from? How does conflict arise? Where does it originate from? Well, when our needs aren't met, conflict can arise or when you have limited resources. And when we have differing goals, we see conflict. Differing objectives, we start to see conflict. And then when we have different ideas and interpretations, we start to see conflict arise and conflict is especially hard when it doesn't produce mutually satisfying results. If one person is getting something out of it and the other person's not, we don't get the same- we don't get shared results, we're not seeing the same thing through. We're not accomplishing that same goal and conflicts really hard when it becomes personal. And I know we've all been there, we've all been in personal conflict. So often, you know, as a leader, we want to try to avoid those win lose situations. It doesn't mean that they're not going to happen. But when we learn to start to be able to manage conflict well, it can become one of your greatest strengths as a leader. So when we think about being able to hear others opinions, value others opinions, understand what their needs are, what their interests are, understanding what their stress behaviors are, and even knowing that about yourself, we start to hear creative solutions. We start to see where maybe that negative connotation that comes with conflict can become positive. So when we look at, just to kind of summarize, different types of conflict here. One of them is, on the productive side, that requires trust. When we have productive conflict, there's a level of trust there. But on the destructive side, there's a lack of trust. Maybe it's because we're arguing or we're yelling, we're not hearing each other's opinions or we're not valuing each other's opinions, and there's that competition side. So I wanted to make sure that we point at that to that the productive there's that level of trust. But on the destructive side, there's kind of no trust there. And we think about productive conflict and kind of positive conflict. That's when we start to see measurable results. Productive conflict yields measurable results, and it works for the betterment of the group. So we're kind of moving the organization forward because we're trusting each other, we're hearing each other, we're valuing each other's opinions and expressions. And so we want to kind of think about, how do we invite productive conflict into our organization so we're not on the destructive side? How do we invite productive conflict in? And then we want to think about how, as a leader do I encourage productive conflict, or do I help best manage conflict? But we also have to think about kind of know the different types of conflicts, we know why we need to be kind of better at managing conflict. We know how conflict may arise. We also need to think about what are the sources of conflict. And typically, the sources of conflict fall into one of two categories. We've got systemic factors and we have relationship factors, and we'll talk a little bit about each of those. So with systemic factors, that's kind of stating, you know, that unclear vision and mission. On the other side, we think about relationship factors, again, you'll see this word trust a lot. Because trust is really important in being able to effectively manage conflict. If there's not a history and level of trust there, then we could go down a really bad path when it comes to conflict. One of the most difficult types of conflict is when you engage in personal conflict. So maybe, maybe it's with a friend, maybe it's with a family member. But personal conflict is really hard when, maybe you've been hurt by somebody. Maybe somebody hasn't treated you the way that you wanted to be treated. And so you start to hold on to these feelings of maybe resentment or these just negative feelings. And it's totally natural. We've all been there. We've all had those moments where maybe somebody hurt us. They said something that we didn't like or they did something and we hold on to that. But the longer that we hold on to that, the more damage we do to that relationship, and we really can't move forward towards reaching our goals or reaching what our objective may be or accomplishing that shared vision or mission. Conflict is bound to happen. But when we start to understand again and we start to recognize, "what are our stress behaviors, what do we value, what are our needs, what are our interest, what are the stress behaviors, interests, and needs of others?" And we continue to think about what those shared goals and visions arem we're able to kind of work through conflict and handle conflict in a positive manner that reaches our shared goals and kind of really is for the betterment of us and for the organization.
Finn Lambouris [00:36:09] Thanks for listening to Business Edge. If you have questions, comments, or topic suggestions for us, email businessedge@akpsi.org.