The Art of Negotiation: The Balcony and The Bridge | Dr. William Ury

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30:25So as you start to listen and hear both your own why and the other person's why in a deep way, walk us through your process for building that golden bridge. What are you looking for and how do you tap into your creativity? Well, the magic word you just mentioned, AJ, is listening. You know, we think of negotiation as talking. You know, if you look in the press, it's talks are being held. Actually, what negotiation is more about, what it's really about is listening. You know, there's a lot of talk, but how much listening is there? And the first act of building a golden bridge is to listen. Listening may be the cheapest concession you can make as a negotiator.

31:05It costs you nothing to listen. But it means everything to the other side. It shows respect because people want to be seen. They want to be heard. But it also gives you intelligence about what is it that they really want, which then allows you to figure out, okay, how can I design a way that gets me what I want and gets them what they want? And so listening is kind of the key. And something, you know, there's a saying that, you know, we were given two ears and one mouth for a reason, which is to listen twice as much as we talk. So the challenge in these situations and that point is, you know, you may be here, right?

31:41And the other side may be way over here in any kind of conflict situation, whether it's a relationship, business, or politics, or whatever it is. We're very far apart. There's like a chasm, like a grand canyon in between us. It doesn't seem like there's any way to bridge that gap, right? And so what we need to do, you know, we're trying to kind of like push the other side. You know, we're trying to, you know, they're trying to push us. We've taken a position. They're trying to push us. We're trying to push. But when both sides push, what usually happens? It's usually a standoff and it just goes nowhere.

32:15So what you find successful negotiators do is the exact opposite. the exact opposite of pushing, which is they attract. Instead of making it harder for the other side, they make it easier for the other side to move in the direction they want them to go. I mean, someone, one diplomat once defined negotiation as the art of letting the other side have your way. Let the other side have your way. That's what we need to do. That's the art of building a golden bridge, which is you've got that chasm there. And for a moment, you leave where your mind is, where your thinking is, and you put yourself by listening in the other side's shoes.

32:56And you start the conversation from where they are. And then you proceed to build them a bridge over that chasm, build them a golden bridge. In other words, give them an attractive way out. That's what I was doing in that business negotiation is finding an attractive way out for both sides. That's the key, is to make it as easy as possible for the other side to make the decision you want them to make. And oftentimes that feels like a concession. We come in prepared and we know exactly what we want and we dig our heels in, we take a defensive stance. So how do you reframe yourself to see that opportunity and make that initial concession that leads to building the bridge?

33:39Well, the initial concession is to listen, which costs you very little. Essentially, you have in mind, you start in your mind where you want to be going. And your job is helping them move in the direction you want them to be going. It's letting them have your way. So it may feel, it doesn't feel oppositional. It's a little bit like jujitsu. Or in other words, you do the opposite of what, you use the power of surprise instead of attacking them, you invite them into a process of like, you listen to them, you step to their side. You know, in judo, you often go to the other person's side because that's where they can attack you.

34:21So you use a lot of paradox here and surprise to be able to kind of shift a very stuck situation where it's, you're locking horns and suddenly you're on their side and saying, okay, let's face the problem. Let's move in this direction. Maybe instead of attacking the person, you attack the problem together. It's like you're on, like oftentimes in negotiation, where we're on opposite sides of a table. We're on one side of the table, the other side of the table, we're glaring across the table. No, you go across the table, you start on their side, and you're on their side jointly facing the problem.

34:56How do we attack the problem jointly? You depersonalize it. For our audience, they can be a bit conflict adverse. And for a lot of people Having a great framework gives them the strength to walk into conflict. However, what should our audience be looking out for as the most common pitfalls and how are they able to get around them? I would start with the most common pitfalls to react. It's just to jump in and react, which often reaction leads just to a fight. I would say the three most common ways we, like pitfalls when we face a conflict situation is, I call it the 3A trap. We go on the attack.

35:47And some of us do that, you know, kind of, and it's like some of us have the tendency, like we're attacking, or we're like, we go on the attack. But attack, you know, an eye for an eye, as Gandhi once said, and we all go blind. And that often happens. We end up with a lose-lose situation. The second A is we avoid. And a lot of us, as you mentioned, Johnny, are conflict-averse. You know, every one of us has a learning edge. Some of us has an edge around attacking. Some of us have an edge around avoiding. I would say I'm more of avoiding. Maybe most of the listeners right now, you know, we tend to avoid.

36:21We don't want conflict, right? It's dangerous. We saw conflict happen in our families. We saw what happened. And so we avoid. But when you avoid, of course, you don't solve the problem, right? You just delay it, and I can get worse and worse and worse. And then there's a big blow up. And the third A is accommodate. We give in. We just, I can't deal with this. You have it. You know, you're right, whatever it is. And we just accommodate, which is, you know, kind of appeasing, you know, which not only doesn't feel very good because we just gave in on something that's important to us, but it actually rewards that very behavior.

37:00So they tend to have to engage in more of that behavior. So what's the way out of the 3A trap? What's the way out of the trap where you attack, avoid, or accommodate? And that is, I would call it to engage. It's to actually lean into the situation. So doing the exact opposite of avoiding, which is lean into the situation. Lean into the situation instead of, and so you bring the assertiveness of attacking without the aggressiveness of attacking. You bring the kind of like, you know, the detachment of avoidance without avoiding. You lean in and you engage. You move into the situation. You move right into the conflict with curiosity.

37:45You meet animosity with curiosity. And then you look for creativity. You look to collaborate. You look to kind of turn the situation, as I was saying, so both of you are attacking the problem. You engage. You do the exact opposite of avoiding, which actually has the best qualities of attack, avoid, and accommodate without the worst. And when it comes to building the bridge, so recognizing now that the problem's in front of both of us instead of between us, and we start working towards bridging that gap, what are some of the ways that you harness creativity in those moments to think outside of even your preparation?

38:25Well, first of all, I would say to get to creativity, your best, you know, the best human quality I know for dealing with this is curiosity. Just bring your natural curiosity. What's going on here? And then something happens and your mental talk, your self-talk is, isn't that interesting? A little bit like a scientist. I know you've got a scientific background, you know, just approach the situation a little bit like a scientist. Isn't that interesting that we're headed this direction? What works here? Bring that curiosity. And that curiosity then is the foundation for creativity. And one of the best questions, going back to, you know, Johnny was asking one of the best questions to ask is, what if?

39:07You know, I understand that you wouldn't agree with this proposal, but what if we were to frame it this way uh what if what if lends itself to curiosity i understand uh that you wouldn't agree on this but under what circumstances under what conditions might you agree so kind of going into that hypothetical realm suddenly engages a different part of the brain the part of the brain is open to new ideas you know that the biggest block to creativity, I find, is a little voice in the back of our heads that's always saying, that won't work. You know, you're at a meeting with some of your colleagues, you know, at a work meeting or whatever it is, and you come up with a creative idea and everyone else jumps on and says, you know, that's a terrible idea.

39:51That won't work. We tried that. We never tried that. Whatever it is, you know, these killer phrases. The part of the brain that evaluates the judges tends to shut down the part of the brain that's creative. And so the whole secret of creativity is for a moment to suspend the part of the brain that evaluates. Now, that's the whole secret of brainstorming is you say, look, for five minutes, for 10 minutes here, let's adopt a simple rule. No criticism allowed. Let's try to see to come up with as many ideas as we can. Then let's evaluate. That simple trick, that separating the process of evaluating from the process of creating, of inventing options, allows you to come up with creative, innovative ideas.

40:32Because everyone, what I find in meetings is you free people up to come up with the craziest, the wildest ideas you can. That's what we're doing. We're trying to get as many ideas on the table. Then we'll criticize, but no criticism. People let loose. People are enormously creative. If we could just bring the creativity that we love in music, in art, in play, in sport, if we could bring that into negotiation, we would enhance the natural potential, the natural superpowers that we all have within us to transform conflict. And that what if welcomes the other side to be creative too. So following along, recognizing that if you're reactive, you're going to lead the other side to be reactive.

41:16So we want to be as curious as possible, invite the other person to share and understand what's their deeper why. And with this what if scenario brainstormed together, it opens the other side to being creative and thinking of possibilities that maybe you hadn't even considered. That's what I found. I found so often in situations where, you know, when I started off as a graduate student just studying negotiation, I was like working on international negotiations or things. You know, South Africa was in the midst of apartheid. It seemed like blacks and whites were going to kill each other forever.

41:49Northern Ireland, Catholics and Protestants were at each other's throats. That war was going to go on forever. You know, Israelis and Arabs are going to go on forever. You know, Russians and Americans, Soviets and Americans in those days, you know, the Cold War was going to go on forever. And yet I watched, and I was there, I went to Northern Ireland, I went to South Africa, I went to Moscow, I went to the Middle East, and I watched, you know, in these extremely difficult situations, how people did exactly that with what if, with creative, with, you know, whatever, turn these seemingly impossible possible situations around.

42:24And that's why, you know, I started off in the coal mines in Kentucky, you know, miners and managers, you know, wildcat strikes, bomb threats. But in fact, what I saw is human beings rise to their potential. And that's why, that's why I'm a possibleist. I'm not saying it's inevitable. I'm just saying it's possible because I've seen it happen with my own eyes. Yeah. I think for many of us, when we think of those conflicts, we get so wrapped up in the number of people on either side, and we often aren't privy like you are to what's actually going on in the room between two humans or a group, a small group of humans representing either side's interest.

43:03And really humanizing the conflict is a big part of this. It's easy on the outside to only look at the other side as the enemy. And we've shared on this podcast that a lot of that is going on right now in our current political climate, recognizing that conflict is inevitable. It's a part of change. It's a part of growth. And understanding that it's ultimately a group of humans on either side negotiating, working through this conflict that creates the breakthrough that we're looking for. People sometimes think, oh, those bigger conflicts, those are very different from what we do. But my, you know, I'm an anthropologist.

43:35I study human beings. And I can tell you everyone is human beings. Everyone, it all breaks down to human beings dealing with human beings, sometimes at a larger scale, sometimes at a smaller scale. But it's the same phenomenon. Balcony. Listening, creativity, building a golden bridge, all those things apply across the board, whether you're dealing with your teenager, you're dealing with a friend, you're dealing with a colleague, you're dealing with your boss, or whether you're dealing with a dictator. Obviously, listening is a crucial part, an integral part to conflict resolution. And the other, both parties need to feel seen and heard.

44:19William, perhaps you can shed some light for our audiences on some tactics in listening that will allow the other person to feel that, hey, this person is listening to me. Not only is this person listening to me, they get me. They understand what's going on here. Yeah. Well, there are some techniques and tactics that help. The main thing I would say, however, is techniques and tactics, if you use them manipulatively, in some ways, people will pick up on it right away. People have a BS detector. So a lot of it is like inside yourself, how do you approach listening? If you approach listening with genuine curiosity, then you can, for example, just even body language, just listening, paying attention, nodding.

45:11And then one thing that works is paraphrasing. Let me, hold on, let me just, before you reply, let me see if I understand what you just said. and you repeat, not in their words, not just parroting, but just like in your words, what you understood and you ask them to correct you. That's all a sign of respect. And then people start to say, wow, no one understands my problems. If you understand my problems, you must be intelligent. If you're intelligent, maybe you're worth listening to. And that's how it gets contagious, but it starts with really paying attention, listening, nodding, paraphrasing, making sure you get it right, taking as long, you know, you know, another, another thing that works as a technique is, can you tell me more?

46:03That's the last thing people expect in a word they think, you know, cause they think you're just eager to come and interrupt them. Now, can you say more about that. I'm curious about that. And just draw them out. And it might take 10 minutes. It might take 15 minutes. It might take an hour. That is maybe the best hour you ever invested in saying nothing but simply listening. You've just invested in the relationship. You've just learned a lot about them that will allow you better to influence them. Because after all, what do you think about negotiation? Negotiation is an exercise in influence. You're trying to change someone else's mind.

46:36How can you change their mind unless you know where their mind is? And the way you learn where their mind is, where their heart is, is by listening. For our students, one of the conflict resolution tactics that we have is, well, when it comes to the paraphrasing, to let the other person know that you are going to attempt to paraphrase or attempt to summarize what they had just said or the situation. However, with the caveat of, if I get this wrong, Please correct me. That way, you have the freedom to give it your best shot. And if you do get it wrong, well, they're going to fix it for you. They are going to correct you.

47:14But the greatest part is even if you get it wrong, you win because they're going to give you the exact scenario of how it looks for them. And because they've corrected you, they're like, now this person's got it correctly because I just wrapped it up for them. And we have some common ground now. That's exactly it, Johnny. You hit it on the nail. That's exactly it. It's win-win. I mean, it's not about getting it right. It's about showing that you care. And you may not get it right the first time. You may not even get it right the second time. You might get it right the third time. But then you're engaged in a conversation where you're jointly trying to reach, ideally, what I would call second-order agreement.

47:54You know, like take politics right now. People can't agree. Well, hey, we can't agree at the dinner table, Thanksgiving, whatever it is. can we set as an objective reaching second order agreement? Can we agree about where we agree and where we disagree and why we agree and why we disagree? And if you reach second order agreement with them, that is a huge investment in the relationship. Oh, okay. Because we don't have to agree on everything. We don't have to agree on everything. Life's not about reaching agreement about everything. It's not about just getting to yes on everything because we got conflicts.

48:29It's about how we treat other human beings. It's about respect. It's about understanding that every person has this irreducible dignity that we all share, that's indivisible. And their dignity is our dignity. And it gets you so far. You know, I've been in the toughest situations where the only difference between success and failure was someone showed a little bit of respect. For our listeners who are conflict adverse, the avoiding the conflict is only the going to make it worse. Now, one of the reasons that they are conflict adverse is because they don't want to engage only to make the conflict worse.

49:08So here we give you a surefire way to engage and show that the other person that by engaging is because that you care. You care to get to a win-win and so that everybody is happy and we get to a resolution. So as long as you go by these guidelines, yeah, it may be clunky. It may be a little wonky. You probably had some hiccups, but everyone should leave feeling better to have engaged in this conflict and working towards a solution. And I think also, don't worry about making sure that it is wrapped up with a bow in one sitting. Sometimes it may have to take a few, but as long as everyone's listening and working towards it, then that's progress.

49:53That's exactly it. And, you know, I mean, if you had a, let's say, you had a friend, a couple friend, who had terrible problems in their marriage, let's say, or their relationship, and they go off for a weekend, and they come back and they say, we solved all our problems. You know, you, but somehow, you know, it's interesting. I find that, you know, when people are looking at the Middle East right now, you know, terrible war. They think you can go away to Camp David and you can solve all the problems in a weekend, but you can't. It takes time. It takes persistence. This is some of the hardest work that human beings can do.

50:31And it's possible. And it takes exactly what it takes. It takes patience. It takes persistence, but it's extremely rewarding because what you're doing is you may not reach agreement, but you're transforming the relationship. And after all, agreements are just, you know, they come and they go, but relationships last for a long time. Relationships with family, relationships with friends, relationships with in business and work and so on. And so it's about investing in those relationships. You don't always have to have like a, as you mentioned, Johnny, a little bow and put it to an end. It's just like, and what shows up in those conversations when you're trying to listen to them, when you're doing exactly what you're saying, kind of correct me where I'm mistaken and whatever, is you are, it's like putting deposits in the bank account, in the social capital, in the emotional capital that you have.

51:23You're accumulating that, and that will later can be used for great benefit and great effect. You mentioned something there that is pretty profound, and I think our audience should definitely make note of that, which is conflict resolution is about transforming the relationship. And I don't think a lot of people see it in that manner. They're viewing it as, are we going to get to a solution to the problem? Am I going to win this conflict resolution? Or are we going to walk away with a relationship still intact through this conflict resolution? But in viewing it as that it's going to be transforming how you relate to each other and what that relationship looks like moving forward is incredibly important because you have the benefit of making it better.

52:13That's exactly it, Johnny. It's all about relationship. It all boils down to relationship. And relationships, you know, that's where the gold is. Because oftentimes we treat, you know, conflicts and negotiation like it's transactional. But, you know, how often do you have a one-shot negotiation? Maybe once you go to buy a used car. But the vast majority of our negotiations are with people with whom we have ongoing relationships. And sure, you can maybe do better in one round, let's say, by deception or by using your power. But what do you do? They're going to come back at you the next time or the next time or someone else will come at you next time.

52:56So what you find, what I find, successful negotiators, interestingly enough, sometimes people associate negotiation. You know, a good negotiator is someone who's kind of like, you know, clever with the words and kind of is distorting and maybe deceives or lies or whatever. No, the best negotiators I know, the thing they value the most is their reputation for honesty and fair dealing. And why is that? Because it's all about relationship. And if you can invest in those relationships, you know, by honesty and fair dealing, then people will want to deal with you. People will reveal their interest to you.

53:35They'll tell you what's their real concern. You're more likely to reach agreement. And you're more likely to reach agreement time and time again. Because sure, with deception and lies and whatever, you can win once. But then your reputation is shot. And then people won't deal with you. They'll deal with you at arm's length or whatever it is. And you'll continually do worse. And I'll give you just one example here. Warren Buffett. But, you know, he talks about how he had a negotiation once with one of his partners, Charlie Murphy, about making a major investment to buy ABC, you know, the TV network.

54:16And it looked like the deal was going to go through. This was a number of years ago. And Murphy called up Buffett and said, look, the deal is going through, Warren. You know, we're going to need$500 million. And what do you want for it? And Buffett said, well, Murph, you've thought about it more than I. What do you think would be fair? And Murphy then said, well, I think this amount for this share and so on in about 15 seconds. And Buffett said, that sounds fair. And they had a deal. 30 seconds,$500 million deal. Why did it take place like that? Because it didn't matter who made the first offer.

54:55because there was this basic trust that whoever made the first offer, they'd be taking into account the fairness to their partner. The result was a major success for both sides. ABC was later sold to Disney at a major profit for both sides. And you're able to, in these days right now, time is everything. How do you get time in negotiation? It's through trust, it's building up trust, having accumulated all that trust in the bank account. You can operate at the speed of trust. You can succeed. And recognizing that even those one-offs lead to future business. That used car salesman, if you get one over on him, is never going to call you about the great deal sitting on the lot two, three years from now when you need a new car.

55:36But if he thinks it's fair, you're going to be the first person on his list that he wants to do business with again. So oftentimes we take too small of a view around the outcome that we want and not the repercussions and the reputation that's built off of the outcome. You're exactly right, AJ. Even in those one-shot deals, there's a longer-term relationship. There's a longer-term thing. Or there's a reputation thing. So just think longer-term because life is longer-term. You're not just engaged in one transaction. You're going to be engaged in thousands of negotiations, often with the same people over and over and over again.

56:11If you have a reputation for honesty, fair dealing, creativity, and so on, people will want to deal with you. They're going to look for deals. you're naturally going to get more and more successful based on the network, based on the relationship, the network capital that you've built up. Early on in my career, I felt very strongly to be a fierce negotiator and to try to search for the wins. And what I found over time is that, yes, at the early stages, it felt like a win. I negotiated hard. I got a great rate. I got what we were looking for. But what it did was it demotivated the other side. They didn't want to reach those goals as fast.

56:46They tried to find other clients because now I got one over and I was making more out of the deal than they were. And ultimately, even though in the moment it felt great to have that win and feel like I'm using all these tactics and strategies, long term it created drag on the business because I wasn't allowing the other side to feel empowered and bold and collaborative in the negotiation process that I was trying to force through. And I think oftentimes we get so caught up in the outcome for us, not recognizing just the long-term view of what being a great negotiator means to your reputation.

57:19That's exactly it. I mean, Johnny, AJ, we're very much on this. That's been my experience. That would validate exactly what you just said. Well, there's one anecdote that I'd love for you to share with our audience here in closing that I think is a really powerful exercise, and that's the idea of really thinking about the victory speech. And I know for many of us listening to this, watching this, we recall this negotiation. We recall this event. But you had a real inside view into how this all took place. And this victory speech exercise was so powerful. One of my favorite things when you face a difficult situation is put yourself in the shoes the other side.

57:56Imagine success. Imagine that they've accepted your proposal. Imagine that they do what you want them to do. imagine the victory speech they then deliver to the people they care about, to their constituency, to their voters, to their friends, whoever it is, to them looking at themselves in the mirror, what would constitute a victory? And the situation you're talking about is like a number of years ago, Donald Trump had just become president for the first time. He was there. And Kim Jong-un of North Korea was busily, you know, building missiles, testing nuclear weapons, threatening the United States.

58:36And Donald Trump said, this is not going to happen. And he got into it. And it was kind of, you know, little rocket man. They started insulting each other. And observers felt, even Trump himself felt that the danger of going to war was as high as 50%, 50-50, of a first nuclear war since Hiroshima and Nagasaki. Just incredible. And so I was sitting there and thinking, because I'd worked on US-Soviet, you know, how to prevent Soviet war many years ago. And I thought, what could stop this war? And so I began by writing, you know, Donald Trump's victory speech and Kim Jong-un's victory speech. Like, if they decided not to go to war, if they decided to kind of meet and get together and try to resolve the situation, what could they say?

59:20And it's like, what I like to do with a victory speech is just write, you know, like three basic talking points. And for Trump, you know, Since he was well-known in the press and I'd studied him a little bit, it was like he needed to be able to say, I got the best deal ever. He prides himself on being a dealmaker. I got the best deal. This was the deal of the century. I saved, stopped a nuclear war, all of that. That was number one. Number two was I kept America safe. That would be really important. And the third was, he really cares about, and I didn't spend a penny. And for Kim, it was harder.

59:56And ultimately, you know, for Kim, but it was like, it went like, you know, he was, there was very little known, but it was like, as far as we could tell, it was about first thing is safety, security, which it is for most people, you know, you know, my family's safe, my regime is safe, you know. And the second was respect, because they felt intensely disrespected, stigmatized, you know, finally getting the respect we deserve from the world. and the third was economic, you know, we're going to be the next Asian tiger, we're going to succeed. And as I wrote out those speeches, just as a thought experiment, I realized, wow, it's possible they could actually do that.

1:00:34This was back in March of 2017. And then I spent the next two years working on that. And again, without taking, you know, just one person, you know, working behind the scenes and so on. But lo and behold, that happened. You know, Trump and Kim, for the first time, an American president and a Korean leader met, sat down in Singapore, and they actually, you know, they didn't reach final agreement, but they changed the tenor of the relationship. The risk of war went down from 50 % to less than 1%. How? Through that active imagination where you don't think it's possible and you look for that victory speech.

1:01:15So I offer that to your listeners as an exercise in any situation. Think about what's your boss's victory speech? What's your friend's victory speech? Write their victory speech and then see your job as helping them deliver that victory speech. How do you make it as easy as possible for them to look like a hero in agreeing to what you want? I love that. And we all feel we're a hero in our own story. So the more you can tap into their hero story, the stronger the negotiation and ultimately the collaboration will be. Thank you for stopping by. This was a true pleasure for Johnny and I. Where can our audience find out more about your latest book possible?

1:01:54Well, on the website, I have a website, just my name, which is williamurry.com. You can find out more resources and whatever. And obviously the book is available anywhere. So, but I really want to wish your listeners say, You know, this is the world is, you know, it's a little bit crazy right now. And what we need is possibilities like you are who believe in human potential to transform the conflicts that are small to the ones that are large. And we can create the world we want. Thank you for stopping by. It was a pleasure, William. My pleasure, AJ. Johnny, real pleasure.

1:02:40what a great show all right and now i want to give a shout out to one of our happy x-factor members take it away mike my name is mike and i'm a real estate developer in los angeles my experience with the art of charm x-factor accelerator program has been phenomenal and the most valuable lessons I've learned is how to carry a conversation better and identify emotional bits. Using these techniques now, I'm more comfortable in any social situations than I was ever before. By putting into practice everything I learned in this program has helped me improve my personal and professional relationships.

1:03:12I highly recommend this program to anyone that is struggling socially or in relationships in general because I have greatly improved. Thank you, Mike. It was a pleasure working with you too. 95 % of your success or failure in life comes down to who you surround yourself with. David McClellan of Harvard did a 25-year study on the characteristics of highly motivated, successful people. The people you habitually associate yourself with determine the level of success you achieve. Who you let in your inner circle has a huge impact on your beliefs, your values, and your actions. Here's the kicker. We all have this reference group.

1:03:47Think of them as your personal board of directors. Surround yourself with winners and magic happens. Imagine transforming your everyday just by upgrading your tribe. We created a free mini course for Art of Charm listeners with our best networking strategies and mindsets. Social capital networking is not just another networking guide. It's your doorway to turning acquaintances into lasting connections. Real relationships that push you towards your goals, both personal and professional. Head over to theartofcharm.com slash SC to get your free mini course. And if you've gotten value out of this podcast, head on over to your favorite podcast player and rate and review the show.

1:04:27It means the world to us and it helps others find the show. And before we head out, a huge thank you to our producers, Michael Harold and Eric Montgomery. Go out there, everyone, and have an epic, epic, epic week.

1:04:50You threw love away Like 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 You are my, my, my, my, my You are my way