How to Get Your Brain to Turn Goals Into Habits | Emily Falk

26:51And I think some of us might have thought about loneliness as this ethereal kind of soft thing. And when we look at what happens in people's brains, there are these systematic patterns that shift where lonelier brains really look different than people who feel connected to the people around them. And that's true both in a trait-like way, like more or less lonely people. But also we have some emerging evidence that we haven't published yet, but that I'm really excited about, where even just doing different kinds of tasks seems like it can push that neural signature around. And we know from lots of neuroscience that as we repeat things over and over again, it kind of wears grooves in our brain patterns.

27:40So someone who's experiencing loneliness and that signature pattern, what is going on that's different from someone who is feeling really connected? Well, one of the things I think is really fascinating, this is work that's led by my postdoc Leticia Mualambe Shilobu, and she's done work for years on loneliness. And it's the whole brain pretty much that's involved. Like you might have thought, or I thought before I started working with Leticia, that, you know, maybe there would be brain systems that are involved in thinking about what other people think and feel, or these kind of more classically social brain systems.

28:17and they're involved, but so are so many others, right? Our attention systems, which direct us to pay attention to certain kinds of social cues or others, our cognitive control systems that also are helping kind of direct our focus, our basic sensory systems, even the way that we're like, you know, seeing and hearing and thinking and feeling like the connections within and between these systems are like there are so many systems that are implicated in this neural signature of loneliness that I think that's a really powerful insight because it helps us see the way that when we start to feel lonely it has knock-on effects on so many other things right we're not seeing the world in an objective way we're seeing it colored through the lens of our level of social connection at the moment, right?

29:09And unfortunately, I would gather that it probably leads to a bit of a self-fulfilling prophecy. If it's shifting the way you view the world, it's going to start shifting your behaviors that might enhance the loneliness further or make you more distrusting and less social. Exactly. And there's so much social psychology and behavioral evidence for that also, that when we feel lonely, that it biases the way that we then interact with other people, the things that we pay attention to, the way that we then give more weight to negative feedback and other sorts of things, even though we're really craving that connection.

29:46And so loneliness has this pernicious effect of making it harder to do the thing that we most want to do. There was another interesting part, I guess, view in the book that I think a lot about from leaders and especially leaders who are listening to the show might be new into their role, And there's this power paradox and this dynamic that as we gain status, we actually become worse at reading people. But yet we think internally because of the status sometimes and that we have been elevated that we're even better suited to be able to read people. So as you're sharing about diversity, like bringing these views together, well, status does come into play in those scenarios.

30:26That is such an important thing for us to keep in mind, especially those of us who are fortunate enough to have some amount of power in our organizations or other communities, right? So the findings are so interesting. When we look at what happens both in people's brains as they have more status, then they start using their social relevance system in a different way. Um, so people who have higher status sometimes don't use those social relevant systems as much when they're making sense of other people's experiences or even just like faces, like looking at the faces of other people. Um, and there's also a bunch of behavioral evidence that when, for example, somebody's in the role of being the boss, it really matters if they take other people's perspectives.

31:17So I'm thinking about a study that Adam Glinski did a while ago where people in the lab were randomly assigned to the role of being the boss or being the employee. So this isn't anything about them because they're just being randomly assigned. It's not that the people who are randomly assigned to be the boss are more talented or less talented or have different tendencies to take other people's perspectives. But when those people who had been named as having power and influence in this particular experimental context were also given instructions or given coaching to approach a problem-solving task and take other people's perspectives, they were more likely the teams did better.

31:58They came up with the solution more readily, and they generally did a better job at the experience. And so I think, you know, that highlights that it's not just that like becoming higher in status or having more power makes it so that you can't do it. Just when we have all of these things that now we're responsible for and taking care of, you know, maybe one of the things that goes away is taking a beat to try to understand the perspective of people who have less power or influence. And so, yeah, when we do it, it can be really effective. And then we do it less as we gain more power and status.

32:39And so then we don't benefit from the network that now we could have had access to.

33:11So understanding that, I think a big part of this is raising awareness, but then actioning that for those who are in this leadership role who now may not have even realized that, you know, they've weighed that in the calculation less because of everything else going on. What can we practically do to shift to be more perspective taking and bring that to our teams? Well, one of the things, just going back to the Glinski example, is reminding ourselves to do it, right? That we can actively take steps to try to gather information from other people, like about what they're thinking or feeling, what their experiences are like, and then we can make use of it.

33:49So it's not like the ability to do that just magically goes away. and so one of the superpowers that we have as humans is our ability to have conversations right we can talk to each other and in some recent work that I've been involved with with the team at Princeton where there are two fMRI scanners in adjacent rooms next to each other so we can actually look at what's happening in two people's brains simultaneously as they're having conversations. One of the things that I think is really cool is that both in conversations where people are just talking to be friends, so playing a game where we ask each other and answer questions about our life and our experiences, and also in negotiations where we're trying to come up with policy solutions to hard consequential problems in the world, getting on the same page, so having that kind of neural synchrony that we talked about before is a good jumping off point.

34:47But what actually makes it so that people are enjoying the conversations and reaching that deeper consensus in the negotiation setting is exploration. So they are exploring more mental state space, meaning that they're covering a wider range of topics. They are using their brains in essentially like more diverse ways. And so like how how do these things go together? Well, like imagine that we're in a field together. You know, you and I could just like go off in random different directions or we could stay really close to the trailhead where we started. or we can essentially like take each other's hands and go for a walk and explore lots of space together.

35:35And it's that last thing of like exploring new spaces together that I think can be really powerful. So you're asking about like, how can we take advantage of this? Like asking good questions and listening sounds so basic, but it's a thing that sometimes we fail to do. Another key point that you make in the book and metaphor is I think many of us don't realize that we are living in a cave with these protected belief systems that are influencing our version of reality. And then we find ourselves in difficult conversations where we're being defensive or we're being withdrawn and we don't want to hear what the other person has to share.

36:13I think in obviously an ideal world, it'd be great if we all had some ability outside of our cave to step into other people's shoes and see from their perspective. But what's actually going on with our brain and why are we protecting ourselves in this way? Yeah, this is the thing I've been thinking about a lot recently, the question about defensiveness and what happens when we're defensive and why that might take place. And so first I'll say part of the reason that interests me a lot is because I have been in lots of situations where I notice that I'm rejecting information out of hand or shutting things down prematurely.

36:53And also when I try to convince other people to do something that I think will be good for their health or happiness, it can be so frustrating when we ask somebody that we love to make a change that we think will make them happier or healthier and they're not open to it, right? So there are so many situations where this comes into play. And I think part of where this comes from is the overlap in our self-relevance and value systems. So in our brains, those systems that help us decide whether something is good or bad, likely to be rewarding or not rewarding, are really intertwined with the brain systems that help us think about what's me and not me.

37:33And so how does this play out? Well, you can see that when people get a suggestion to make a change and do something differently than they've been doing in the past, it can evoke these feelings that are not just about the specific thing in question, but also can feel like a threat to our sense of being a good person or being a competent person. And when that happens, then we can dismiss the information out of hand rather than considering the incoming coaching or advice or whatever it is. And I think about myself personally, how difficult it is with my wife in those moments where, yeah, I may have done something or made a mistake and acted out of character.

38:22But in hearing that feedback, I cling to that identity that I have, that I'm well-meaning, that I am not trying to make that mistake. I would never do something like that purposely. And it can lead to challenges in the relationships that matter the most to us. Oh, for sure. I mean, I talk about in the book a little bit, this one night where I was hanging I was with my partner, Brett, after our kids had gone to bed and he called me out on using my phone. And I was just trying to respond to some emails from some students and be the kind of person I want to be at work. And he was not interested in that explanation.

39:01Right. It was like, I'm doing the dishes and this is our time to hang out. What are you doing? And initially I felt like really defensive and threatened because it's a relationship I care a lot about. Um, but after a little bit of reflection, it, it was clear that he was right. Um, fast forward actually this morning, I was so impressed. Man, that guy, happy I married him. Like we're hanging out with our kids and we're on a little Minecraft detox this week. So we've said that they can't play Minecraft this week just to open up some possibilities to do other things after school. We've really tried to frame this as not like a punishment or anything, but just like, hey, hey, there are so many things in the world that you might want to do.

39:45And Minecraft is crowding those out, which they get rationally, but they are not excited about emotionally. So this morning we're in the kitchen getting the kids ready for school and Brett was doing something on his phone. One of our kids was like, hey, like you are restricting our screen time this week. Why don't we restrict your screen time this week? You should get off your phone. and you know rewinding to the situation where Brett said that to me I totally counter-argued and came up with reasons why that didn't apply to me in that moment whatever and I think it would have been very defensible for Brett to say oh well I'm also trying to get ready for my work day and to offer some reason and he just said yeah great idea you're right like I would like to have more quality time with you let's sit down later and talk about how we could all be together in a way that we want to be together.

40:35So apparently later this afternoon, after the kids get home, we're going to all have like a family conversation about how we want to be in this space together. And I was so impressed. It's like non-reactive, non-defensive approach. And the kids were just like, cool, great. Like what a nice model in that moment, right? Many of us don't think about how the device impacts those moments. So I think we have this ability or we think, I know I think I have this ability to multitask and be glancing at my phone, but be following my partners in conversation and have total awareness of what I'm doing or saying in the moment.

41:12In actuality, that's not at all what's happening in the brain. And these devices actually rob us of those really key moments with family, friends, people that we care about. Oh, AJ, you are not alone. There are papers, actually scientific papers that have looked at this and people have shown, scientists have shown what I think we know intuitively, which is that when you are on your phone, you don't experience that as a problem, that it's not something that you're actively thinking about is taking away from the social experience. But we all have had the experience of being with somebody who's on their phone and we know that that sucks, right?

41:49That's terrible. It's not fun to be with somebody who's looking things up and just responding to one text message or doom scrolling while they, you know, look here and you're trying to have a conversation with them, like that is not fun at all. And the data say that all of us who feel that way have many, many other, you know, people that are like us in the world. And so then the question is, well, what do we do about that? Right. And I think that goes back to the conversation that we were having about, like, if we take a step back and think about what actually matters to us, we can't expect that these changes are going to just happen on their own.

42:27We're in a situation where there are like huge profit motives of companies to keep us engaged with those media and they are so good at it. And so if we want to make a change, we have to change the environment, right? We have to make it so that for the me who's right here right now, it's easier and more fun and rewarding to do something different. So leaving our phone in another room is one evidence-based thing that makes it easier for kids to do schoolwork and do better in school. It's something that makes it easier for us to have these kinds of high-quality interactions because then we don't have to be effortfully exerting self-control to make that choice moment after moment after moment to be here with the person that we're with rather than deciding if we're going to look at the phone or habitually doing it in a way that we're not even consciously aware of.

43:19So it's like it's analogous to if I'm sitting in faculty meeting and there's a plate of cookies in front of me, like by the end of that hour and a half, I'm going to eat a cookie. Right. Like it's not because I'm a bad person or because I have terrible self-control. It's just the environment is not conducive to eating my growing food. Right. It's like I'm going to eat the cookie. Even the phone in the other room, we're still thinking about it, even Even in these moments where we know the device is, yes, I'm not looking at the screen. It's still there. I'm thinking about the notifications that are piling up.

43:53I'm thinking about what I'm missing in the moment that I'm trying to have with my wife or our daughter. And for us, the one thing that we've really focused on this year and the new year going to resolutions is getting outside of the environment, just leaving the phones at home and going on a walk and being completely absorbed in nature so that I'm not thinking about it in the other room that, oh, the phone's in the office and I'm thinking about what's going on in the office and how badly I want to get back to the office to solve those notifications. There are a couple of pieces. I love the example that you're highlighting because one is changing your environment, I think, can weigh into that reward system, you know, making it more rewarding to be there with the people that you love.

44:35The other piece of it, though, that you're highlighting is there's a reason that we care about those notifications, Right. And I think for me, at least one of the reasons is that there are other people on the other side of those notifications. And that's where norms come into play and matter a lot. So there was a long time in my lab where people worked all the time, right? People were like, I remember when I was in grad school and this was when Gmail had that little like chat feature on the side and you could like see who was online. Like when you were in your email and be like, oh, my God, my advisor is there.

45:12And it would be like 11 p.m. And I'd be like, if I message him this thing right now, maybe he'll look at it. Right. And there's some reward in that little mini connection. Right. And often he would. My grad school advisor was so fast at turning things around. But that kind of expectation that if you message somebody at 11 p.m. and they're going to respond, then sets up the feeling that you're describing of like, okay, if we have a norm and agreement that even if it's not a spoken agreement, that we're going to respond to each other at 11 p.m., then having your phone in the other room means you're missing out on that thing, right?

45:49But if you have some sort of other agreements, often these are things that we need to set up more intentionally. Like, hey, on our team now, the norm is like, unless it's an emergency. Like, I'm not expecting you to respond to emails or to things really outside of business hours. And we have agreements with each other. Like, if it's really an emergency, like, I'll call you and I'll tell you. And that's going to be very, very rare. And that means you don't have to be checking Slack. You don't have to be checking your email because you know that if there is some crazy thing that came up, I'm going to I'm going to reach out in a different way.

46:28So like, go on the walk, do your thing, right? But if we don't have that expectation with other people, then we're going to feel anxious perpetually. The problem, and I've worked with this with a few clients, is we don't realize the norms that we're setting as leaders with our team by answering the email that late at night or by sending it to get it off of our plate so we don't have to think about it. It feels good to clear our inbox. It feels good to reply to everything. But those replies at 11 o 'clock at night, you know, that floods the other person. And now the new norm is, well, I have to be in front of my computer.

47:02I have to be responsive. The boss is responding at this time. And I think the norms really can be eased if you schedule it to send in the morning. You can write it. It's out of your inbox, but it doesn't hit their inbox till the morning. And now we're keeping our communication practically during working hours and creating time and space in our lives for the people that matter, our loved ones, our family and friends. Yeah. Also talking about it. So if you are somebody who is, is the boss, I think that, you know, sometimes we have the intuition or the impetus to not talk about it, to just be like, Oh, what'd you do this weekend?

47:39Nothing, you know, whatever, like to, to kind of model these norms that like we're working so hard and, you know, we can work really hard and also have people that we care about and that are important to us that we want to spend time with. And so the stories that we tell each other also shape the norms and values in our organizations and then more broadly in the culture that we're in. Just going back to that defensiveness, I know myself, I've struggled with it. You have that great anecdote in the book with your partner struggling with it. What can we practically do in those moments? Because another key part of this is timing.

48:15So when that defensiveness really crystallizes and makes it hard to come back from. There are different kinds of tools that I think can help in different kinds of situations. So in the book, one of the things I talk about is if you're in a situation where you're going to be giving coaching to somebody, or maybe if you're a doctor and you're about to give some health advice, that giving people a chance to reflect on core values first, the kind of values affirmation that we were talking about before, is one tool that psychologists use to help people zoom out and see that their self-worth isn't tied to like the specific thing that you're about to message about or the specific change that you're suggesting.

48:54We don't always have the luxury to do a five-minute writing exercise before we give advice. And in the moment, you know, when we're just having a conversation, when Brett was doing the dishes and told me that he didn't like it when I was on my phone, it's not like I'm going to sit down and start journaling, right? Like that would also be counterproductive. But there are also other tools. So like, for example, there have been large what we call meta-analyses, like aggregating many other studies that show that the motivations that we have in a given situation shape how open we are to new, uncongenial information, like information that challenges us.

49:34So if we have a motive to be really accurate or to solve a particular problem together, like those kinds of mindset frames can make us more open to information that challenges our prior beliefs or that suggests we should do something differently. And so cultivating a sense of being open, cultivating a sense of wanting to get things right and to seeing those kinds of new information, not as threats, but as constructive, I think is also really powerful. Going back to how we were talking about before, our identities really shape a lot of the decisions that we make. You know, if we make a New Year's resolution to be more open to that kind of feedback, one is in the moment we can say, okay, like responding in a calm way and like considering this information is compatible with who I am, who I want to be.

50:31and then also we can be even more proactive and we can ask for the feedback at times when we feel like we can handle it so right there there are different moments and you know just thinking about with my team there are moments where it's like I am at capacity there are so many things that I'm juggling or I'm having a really stressful day and like this is not the moment where I feel like I can take in really thoughtful feedback but sometimes I can and so kind of starting to have a culture where we ask each other on a regular basis how we might do things differently or where we find out, you know, that it's driving bread nuts that I'm using the phone when I feel like I'm in a position to address it, to potentially brainstorm about how we can do things differently.

51:17And to also, in addition to giving advice or giving critique, being on the same team as we generate solutions. So if somebody tells you that they don't love the way you're doing things, I think it's very reasonable to say like, okay, well, let's think about how we might solve this problem together, right? So that they're a part of having to come up with the solution as well. It creates a great norm as a leader to showcase that, hey, I am open to feedback, I'm seeking feedback, and then you're taking control of the times that you're asking for that feedback, knowing when you will be at your best.

51:55Maybe it's getting a workout the day before, or maybe it's after some huge event happening in a positive way and saying, okay, now some time to see how we can improve for the next moment. Yes. And I would add one other thing, which is in addition to feeling like mentally or emotionally, like you're in a position where you can take in the feedback, also protecting the times that you can do something about it. Right. So in a work situation where there's a hierarchy, it's a little bit vulnerable for somebody that you potentially have a control over their arrays, let's say, to give you critical feedback.

52:28And so if you're going to ask for that kind of feedback, doing it at a time when you can act on it, when you actually have the capacity, the bandwidth within your team to make changes that make sense. So for a long time, we used to do this like lab culture survey where people would give anonymous feedback about things that were going well and things that they wanted to change in the lab. And, you know, doing that at a moment when everybody was at capacity, it sort of felt like a waste. It was like people would spend their time and energy doing the survey. And then if we don't have bandwidth to actually sit down and talk through what are we going to do about these things, then we've taken a bunch of people's time and then also potentially erode trust that that the feedback is taken seriously, right?

53:20Whereas if we do it at a time when we can take on board some of the good suggestions and act on them, then I think it makes it feel more worthwhile to take that risk and give the feedback. I think that time is kind of a key through line that we've had throughout the episode here. And you have an anecdote about your grandmother in the book and about some calculating personal time. And I think that's a challenge that many of us face with the deadlines we have, the personal goals we have for ourselves, the career goals and how motivated we are to not recognize how that's impacting others around us.

53:52Yeah, I'm feeling that so much right now. My grandmother is now 101. We say 101 and having fun. And right after Thanksgiving, actually, she fell and broke her hip. And that puts such a fine point on all of this. Like it was my brother and my siblings and my mom and I sort of dropped everything to be at the hospital and to help her recover. And she's been working so hard, you know, with the physical therapy and doing the walking and the stairs and all of these things. But I'm also noticing that the time with her like she's so fun and um kind of dry wit sarcastic um has lots of interesting stories and so in the book i talk about how she's one of my favorite people and just figuring out ways to spend more time with her and then you layer on top this thing that i think many folks experience when they get to the age where their parents or other people that they love also have health challenges where it's like it's not always possible that in those moments we are just sitting around joking or telling the deep meaningful stories and so you know sitting in the waiting room of a hospital or just going through the day-to-day business of when when is the physical therapy appointment when is your cardiologist appointment all those things like thinking about what are the frames that still can make that feel valuable, right?

55:30That still can make it feel like, all right, we're in this moment together. Like, I know that my grandmother can, like, feel how much I love her and care about her because we're, like, physically together and talking about it. So, I mean, it's a little bit of a side quest to just say, I think there's the, like, best case scenario where we figure out how to prioritize the time together and it's like our fantasy of the time together and then also how do we do that when going back to the workout example or the new year's resolutions the reward is maybe like not as obvious and there i think you know figuring out ways to build in some humor and build in And some of that feeling of connection and talking about why it's meaningful to do the thing, even if it's not like immediately, obviously fun, are things that are on my mind right now, just based on the way that I think about the brain and decision making and this moment that we're in right now.

56:37Many of us are feeling that. Some of us are feeling it in grief, the time that was lost with people that we care about and the decisions that we made around our own productivity, our own goals that got in the way of that quality time spent together. For sure. I mean, my dad died right before in 2019. So it's been like six or seven years now. And I still think about that every day, right? I think about it when I'm making choices about how to spend time with my mom or how to spend time with my grandmother and having little kids, right? We also know that the time when they want to hang out with us is finite.

57:13And so it's a it's a beautiful and terrifying choice to have. Right. To think about, like, am I going to invest in in this work that's meaningful to me? Am I going to invest in spending time with my kids who want to want to be with me right now? how am I going to spend time with my grandmother where I know that 101, like statistically, those opportunities are limited. And then, you know, when you talk about the grief, like, I think that feeling of regret, like I wish I had done things differently, can loom so large. And then, you know, well, where do we go from there? And one of the things that resonates with me is my colleague, Emil Bruno, who died shortly after my dad.

58:06He had a glioblastoma brain tumor, talked a lot about when he was in the hospital, thinking about his mom who had passed away and about the way that he was deepening his relationship with her by thinking about the wisdom that she had shared with him or just moments that they had had together, like having conversations in his mind with her doing things that she liked to do. And I feel like that a lot too. Like I started learning to play the guitar after my dad died as like a way to connect with him in a different way. And now my kid Theo plays the guitar and, you know, we, we all go through these experiences of losing people that we love and at work, we don't talk about it, right?

58:53We people shared all of these incredible stories with me. And I just thought like, how is anybody like moving around in the world? Like things are okay when things are so clearly upside down for so, so many folks. Um, and I, I don't know what the right answer to that is, right? Cause there are reasons that we have the boundaries that we have at work. And also it's such a human experience to love other people and to care about them and to lose them. So I don't know if you have things that have resonated with you or that you want to share, but I just think it's such a human experience. I mean, I think about losing my dad and the ways that I try to keep his memory alive and also now through the lens of being a dad myself.

59:41And like, how do I want to spend that time that I have with my daughter? and what can wait? What are those moments that are less important in that value calculation for me? And I've shared with friends who haven't started families yet, friends who are single, just the value calculation in general has shifted so much for me. I've thought way more about my own mortality. I've thought way more about where I'm spending my time than I ever had before being a dad. Oh, for sure. And I mean, just that beautiful experience of having a kid and connecting with people who loved your dad like I think I hope it's okay that I share this like my brother has a baby who's gonna be one really soon and I'm really lucky because they they live in Philly where I live and shortly after his kid was born he was like you know I'm gonna I'm gonna watch videos our dad used to play the guitar like I said I'm gonna watch videos of of dad playing guitar and I'm gonna hold my kid and like have a really good cry.

1:00:45Like if you want to come over and join for that, like you're welcome to do that. And it was like, of course I want to do that. Right. Like in some ways, I think we sometimes avoid that experience of showing the grief or of having sad emotions or things we might label as negative emotions. But it's also such a powerful way to connect with other people who are going through the same experience. So that's a little bit of a cartoon version of it. But, you know, when we talk about it and when we are intentional about honoring those things, it can feel so good. For me in the beginning, I tried to run from those intense feelings and emotions as part of dealing with the grief.

1:01:23And now I actually treasure those moments where the regret does pop up or the thought of that moment together, that Michigan football game experience we had as the season's going on, like that memory and the tears it provides me hold more value now. In the past, I would have tried harder to run away from them. Go blue. Go blue. As we wrap, I'd love to hear, you know, looking at for our audience, now understanding the value calculation, what's some shift that you would recommend that they make in their own value calculation? I think that idea that we talked about of just taking a step back and doing an audit every once in a while to think about what are those bigger picture goals and values that we want to be building our life around can be so powerful because like we said, whether you like it or not, these value calculations are unfolding all day, every day, and we're making choices.

1:02:19We're making choices about how we spend our time and energy, who we're spending time with, how we're showing up, whether we're reacting defensively. And those are things that if we take a minute to think about how to set up the environment in a way that's going to make it easier and more rewarding to make the choices that get us where we want to go that are compatible with those bigger picture goals and values, then we don't have to be making every single decision in isolation. And so thinking about that kind of alignment, I think, can give us more agency to an extent. So that's probably one of the bigger things that I try to do on a somewhat regular basis for myself, my team, my family.

1:03:04And then the second piece is how powerful the social environment is, both how powerfully other people are influencing us, even when we're not necessarily aware of it. And so thinking about the voices that are in our heads and the people that we're interacting with, and then also the ways that we're showing up for other people. So recognizing the power that our choices make, that our choices have to influence other people's decision making and thoughts and ways of approaching new things. And I think that when we think about it that way, it can go back to the like, okay, so what are the things that I really want to be spreading and can give us that additional motivation to do things that might seem hard or that might seem scary or challenging, not just for ourselves, but also for the people around us.

1:03:55I love that. And I think that piece is really powerful, especially for our audience. So thank you for sharing. Where can they find out more about your book and the work that you do, Emily? Well, our lab website, FalkLab.org, has information both about the book, about what we value, and also all of our lab's publications for free. All right. I'm excited to see that new data. Thanks for having me. Thank you for joining us.

1:04:29And now some special words for one of our X-Factor Accelerator members. Take it away, Zach. Hi, my name is Zach. I'm an educator who's always seeking opportunities to challenge myself and grow, which is why I decided to enroll in the Unstoppable course offered by Art of Charm. This course has had a profound impact on me, offering incredible content and personalized support from the entire AOC team. I've particularly enjoyed the comfort zone challenges, which have expanded my limits. I even got the whole family dancing in random public places like no one is watching. Most importantly, that's strengthened our bond and been fun.

1:05:09What sets this core apart is its foundation in acceptance and commitment therapy, or ACT. Always focus on action. I'm eager to take the next step in my development by joining the X Factor Accelerator. I'm hungry for more. If you're considering joining, I assure you the benefits are real. The AOC team is committed to their promises and offer genuine support throughout the journey. I'm confident that investing time, money, and energy in this course will be worth it for you, just like it has for me and my family. Best of luck. Thank you, Zach. It was an honor and a pleasure working with you too. And good luck to you and all of your future endeavors.

1:05:50if you've gotten value out of this or any of our podcasts head on over to your favorite podcast player and rate and review this show it would mean the world to us and it helps others find the show before we head out a huge thank you to our producers michael harold and eric montgomery until next week go out there and crush it

1:06:19Like you were just a toy And you sold the world You're a song of a tragedy Cause you had your taste All black on the yesterday Yeah, but I remember you Oh yeah, I remember you It was a bad, bad, bad, bad, bad