The Science Of Conflict Resolution | Dr. Jim Guinn

27:04But really for predicting and preventing conflict, assessing what the other person's style is and then knowing what style I need to change to to match it, that's going to be a best teammate is infinitely more and more important. And so taking that time, as you said, to assess not only, okay, I'm triggered. I'm triggered. I'm triggered by this type of conflict. I need to take that time out. But it gives you the time to assess the other person and see what techniques, what style is going to match with them. That 30 minutes also gives you that space of coming back to it. I think when it comes to conflict and trying to work it out, usually there's some personal feelings that are hurt as well.

27:53And you may have your eye on the task or process. perhaps you know somebody doing something in a way where that personally interferes and you take that personally when you read that email again you might see yourself trying to deal with that task but also how your ego sneaks in a few barbs just uh to get your personal revenge which is not needed and it's it's only going to exacerbate the whole problem as well that is a great point the 100 hundred percent. So it pours, pours gas on the gas on the fire. And even, even sometimes it's just enough where you're like, will they read this one sentence and, and take the hit that I want them to hit.

28:42And then when you're reading it that way, you're like, well, why do I even want that? If what we're doing here is trying to get to a resolution. So looking at the self-awareness piece, cause it does seem so important for you to recognize your own style before putting all this focus and effort on the other person. What are some practical ways that we could increase our self-awareness in this area, especially for those in the audience who are looking to move into leadership roles or in leadership roles and recognizing that conflict is almost a daily occurrence now? I think your last point is absolutely huge, that it is a daily occurrence.

29:14People just don't always call it conflict. I mean, I remember meeting with different CEOs or superintendents or coaches or things that would say, well, we don't have conflict. Okay, cool. well, tell me about your day. Well, all I do is put out fires. That's all I do. That's all I do. So whether you call it conflict or putting out fires or drama or whatever it is, it really is a daily occurrence. And so, you know, one of the biggest first steps that I recommend is once you know your style. So if you know, hey, I am a collaborator, identify which is the opposite style, which is the one that doesn't pair the best with collaborators.

29:54Well, avoiders don't. That is cross-match, clash, does not work well together, and it's going to be the opposite of counterintuitive for me. That's not my default. It is very hard for me to be an avoider. One of the first steps we recommend is try practicing that technique. In situations, as you see a smaller conflict come up, having that, as you mentioned, self-awareness to say, okay, this is one where I can be an avoider here. I need to let this conflict go and really start to practice it. And I think the second biggest one, and that's really one of the goals of this book and your first question of why writing it or getting into it is, hey, we'll do these trainings and do these seminars and speeches and things and people would come up and after and it was never so i've got this boss it's hey this is great i've got this mother-in-law i've got my this cousin my roommate my this it's all as you mentioned personal conflict which yeah as you mentioned that that that hits home um that hits hits more and so trying to implement another style but see if you can do it at home or with your friends or with your relationship because the emotion is just always going to be higher there.

31:18And if you can do it there, it's going to be much easier to transfer that over to work. So would you say that the task or process style or type of conflict is a little bit less than the relational, which carries a lot more baggage and weight? And sometimes it's familial relations, which have even more baggage and weight behind them. You're always going to have that relational conflict trigger with friends, with families, and in the personal relationships that we have. And that's not going to go away. The conflict may be a process conflict and it may be small. It may be so-and-so roommate always chooses where to go to dinner or in a relationship that things get done a specific way and nitpicking.

32:03And, hey, have you done this yet? Have you called this yet? Have you done this yet? Have you done this yet? But it hits different because it is going to have that relational conflict opponent. And as you mentioned, that's where the ego comes in. That's where the, you know, wanting to get in those barbs and kind of trigger people as well come into play.

32:28Think you're the only one struggling with performance issues in the bedroom? You're not. And now there's an easier way to fix it from home. That's where Rex MD comes in. It's an online telehealth service that helps men get real FDA-approved medications straight to your door. Everything's done online. No doctor's office, no waiting rooms, no awkward conversations. Here's how it works. First, share your symptoms, health history, and goals through a short quiz. Then, a U.S. licensed provider reviews your information and prescribes medication, if appropriate. Your treatment gets sent to you with free two-day delivery.

33:00It's that easy. And RexMD team is there for ongoing care. Just send a message. What I love about Rex MD, total discretion, private consultations, and direct-to-door delivery in discreet packaging. No pharmacy trips needed. Plus, it's care that you can trust. FDA-approved medications tailored to individual needs. Over 475 ,000 men have chosen Rex MD, with over 50 million tablets prescribed and delivered. This isn't just about performance. It's about feeling secure in yourself and your relationships again. Don't put your love life on hold. take back control of your confidence and intimacy. Get up to 95 % off treatment with Rex MD.

33:40Visit rexmd.com slash charm. That's rexmd.com slash charm. See full details and usage at rexmd.com. Prescription required. Results may vary. Next up is a little song from CarMax about selling a car your way. You want to sell those wheels. You want to get a CarMax instant offer. So fast. Wanna take a sec to think about it. Or like a month? Wanna keep tabs on that instant offer. With OfferWatch. Wanna have CarMax pick it up from your driveway. You wanna get it done to it. You wanna do it. So, wanna drive? CarMax. Pickup not available everywhere. Restrictions and fee may apply.

34:26Okay, so we've recognized our style. and you gave one great example, the avoider and the collaborator, they're opposites. What are the other examples of opposites now that we're starting to recognize our own style that we can adopt and employ in these situations? One of the biggest ones is going to be an analyzer and an accommodator as well because analyzers, they're going to want to get as much audience participation as possible. They're going to want to know all the information. They're going to do those things. and really know what people are feeling or thinking. They're going to be very rational thinkers as well, even when they're triggered.

35:07That's going to be their default. Whereas accommodators, they don't want to interact. They don't want to have confrontation. They'd much rather say, hey, I'm fine. I'm fine. I'm fine. I'm fine. And that's going to trigger the analyzers because they want that engagement. They want that interaction. They want that information. And that's also going to, I think the academic term is piss off an accommodator as well, because just leave me alone. Just leave me alone and let me do that. The competitors are going to be a little bit trickier. So a competitor, you naturally would think that they would be very frustrated with an avoider just because competitors want to resolve things now, whereas avoiders will let it sit, let it sit, let it sit.

35:54But what we find in high emotion conflict is that once an avoider is triggered and once they have reached the point where they feel like this is something they need to resolve, they're going to handle it almost exactly like a competitor. They want to sit down. They want to get it done because they want it off their plate. They want to go back to doing the things that they want to do. So typically for a competitor, they're going to clash with collaborators and they're going to clash with accommodators as well for very different reasons. Collaborators, they want the small talk. They want to engage.

36:33They want to read people. They want to know exactly what's going on. And that can absolutely drive a competitor crazy at first. But once that motion is lowered, they typically work pretty well together. Whereas accommodators, they're just not going to engage with that competitor. And if so, they're going to get steamrolled. And that's where we see that bitterness and wait until it kind of escalates. It's super helpful to recognize these patterns. And I'd love to talk about the conflict agenda, what it is, and then what are the skills that will make us adapt at employing some of the strategies and techniques that we're really excited to dig into in the back half of the episode.

37:13And y 'all are the best. I love talking about this stuff. So this is my, this is one of my favorite, favorite things to do. So, so on the, the conflict agenda, I mean, the first, first step being, as we talked about assessment, identifying your own style, identifying the style of the people that are either in conflict, if we're third party coming in to, to resolve it, almost mediation style, or if it's direct conflict between you and them. But also taking a step further and assessing the type of conflict is, Is it that task? Is it that process? Is it that relational or are we dealing with relational?

37:50But the underlying is kind of in that process. So that's the first step. That's the step that gets skipped so often. And people jump to the to the final final component. The next big step on the timeline is identifying that core issue. So there's if you'll ever find a conflict that only has one issue, please let me know. I'd love to publish a paper on it or write another book about it. I've never seen it. People always come up with, even if they make them up, issues to justify their position or what they do. And we learned that at a very young age. My oldest daughter, Blair, she's eight now. But back when she was two, she figured out she could get away with just about anything by saying, but daddy, I'm scared.

38:43I'm like, oh, baby, don't be, don't be scared. You know, I'm, you know, dad, daddy's here and he'll, he'll, he'll take care of all of it for you. And she got away with that for six months until finally she said it about wearing pants. And I was like, dang, I just got, I just got mediated. But we all come up with these issues to justify the position that we did. You know, the position that we take, whether that's in a conflict setting or some of our actions, we're always going to have those smokescreen issues in there that are going to sound better. And so, identifying what is that core issue, what's at the heart of the conflict, that's going to help us in the long run, save a lot of time, a lot of effort, and a lot of energy.

39:27So we don't waste time. We don't waste time trying to resolve stuff that doesn't really matter. I think it's just a natural response to start thinking about how do I not make this my fault? How do I soften any problems or anything that I've created? How do I soften it? How do I get out of it? That's just natural. I think that's just self-preservation. However, if you find yourself in that thinking to stop yourself and realize that you're not focused on the problem and how to handle the problem and how to address the problem so that everyone can work on it together, you're trying to save your ass.

40:13And if that's the case, you're putting fuel on the fire. I certainly do it. And then when I'm sitting there going, when I catch myself in that mode, I'm like, well, here I am defending myself. That doesn't help this problem. Let's get back to that issue.

40:37So far, I think it's easier for people to realize that's just something naturally you're going to do. And when you catch yourself, cut it out. Well, those smoke screens, I feel they're always present. So are there some ways for us to figure out what's the real issue from the smokescreen, especially from a skilled mediator like yourself? Because I know even when we went through these major conflicts in business that you come with a lot of different things and the mediators really adapt at like getting to that core issue quickly. So we're not spending all day batting back and forth the issues that are the smokescreens.

41:11That brings to one of my favorite techniques. So in this stage, identifying the underlying interests and really developing that agenda for resolving the conflict. First steps, identifying all of the issues. So every single one, every single one that's been said. And that's going to do two things for us. One, it's going to help validate the other person. um so just yeah i mean as you mentioned that's that's you're just kind of taking that ego out of it and um listening to what they say and really making sure we have an understanding that'll help you know eliminate um miscommunications but also it's going to validate them that hey i get my chance to vent i get my chance to talk i get my chance to tell my side of the story and as we're asking them questions clarifying okay this issue here this issue here this issue here that's going to kind of set that stage, building the rapport with them in order to do that.

42:10So once those issues are identified, this is where the detour technique comes into play so much. So that whole concept of assessing people, but we're not just assessing their style, we're also assessing their baseline of behavior. What is their tone? How do they communicate their body language, their voice, all of these things as we're talking to them and we're reading and we're identifying, okay, this is their baseline of, this is how AJ sits, this is how he talks, these are his inflections. As we use that detour technique to go through the different issues that they've brought up, we can see what changes, what starts to bring out more emotion, what starts to make that change in voice happen, what starts to get people to fidget or do all of these different things.

42:59It won't tell us exactly why that issue is the most important or why the emotion is spiking, but it definitely gives us a clue that, okay, this is what we need to go dig into and ask more questions. So that detour technique is really assessing the deep underlying trigger of all of this. And that will be observable with active listening and really paying close attention to vocal tonality and body language as you're sharing back the issues as you've heard them. And being able to navigate and bounce from issue to issue without making things worse by them thinking that you're interrupting them or not paying attention that, hey, we're clarifying, hey, do you mind if I just to make sure I understand about this, where you're coming from on this?

43:49having people stop, redirect, and think it's going to lower that emotion, but also it's going to give us the chance to observe how do they handle what changes between this issue and this issue. And seeing that emotional response, that's going to help us kind of clue in on, okay, there's something about this issue here. There's something, it's not about the trash. It's not about the vacation. There's something else going on here with this, and this is where we need to deep dive more. I think that's a great example of the person deep down just not feeling heard in all of these different situations where it might be the trash.

44:25It might be the planning without them. It might be involving the in-laws and not actually hearing what they wanted to do on that vacation or what was really important to them. So we're getting down to the much deeper issue at play here. We recognize that. We know their style. So let's walk through some of these techniques now to actually resolve the conflict. And people typically in the trainings and things, the biggest pushback is, well, I don't have time to do all of that. I'm busy or busy at home or I've got kids or I run all of these things. But what that does, if we do get to the heart of the issue and resolve it, it eliminates the frequent flyers.

45:04So you may be able to resolve the surface level issues and feel good about that and get that off your plate. But people are just going to keep coming back. So my wife was a night shift ER nurse forever. And so people would come in over and over and over using it as their primary care doctor. But they weren't there for what they said they were there for. They wanted either work excuse or pain meds or different things. And with that not being resolved, they were going to keep coming up with more issues to come back. So it's usually one of the biggest disclaimers we're going to put in at this stage of the process is everybody wants to jump and use the techniques to just resolve it and get it done.

45:43But if we do that, we'll spin our wheels and not if we don't know the core issue that we're dealing with. So so the biggest the final stage that's leading people to a solution. So I don't either be all cook or. Yeah. OK, awesome. So so that's the the biggest thing is our goal is to get people to cook the meal themselves, because then if they don't like the meal, nobody to really blame but themselves. And psychologically, they feel more comfortable because they had the buy-in in creating it. So these techniques, they can be used assessing people and venting and going through these first stages in the process.

46:26By that point, you've lowered emotion enough that you can make firm suggestions on this is what we should do. And that will probably work. But our goal is to really resolve conflict, is to help people come to that solution themselves or to suggest it. So one of the biggest techniques that I always use and recommend for work is always have a whiteboard. And I call it the whiteboard techniques. We don't have to actually have a whiteboard and use it, but mentally we can do it. So, for example, I had a nasty divorce mediation years and years ago where the husband and wife, they had, just for the sake of math, let's say they had$100 ,000 in joint assets.

47:12That's it. But they owed over$200 ,000 worth of debt. So, completely upside down. They were threatening to go to court for, let's say,$50 ,000 a piece. and they were paying me a bunch of money to sit here and argue about it. And they just were going off on this was spent because of his affair and her affair and all of these things. And so, you know, had to lower emotion, identify the core issues, all of those things. But getting to that final stage of making it their idea. So I, once the emotion was lowered, I knew it out and said, hey, just do you mind just real quick? How much was on that credit card?

47:51You got in this bank account? Okay, so you all have$100 ,000 worth of positive assets. Okay, and then you owe about$200 ,000 worth of debt. And then, Mr. Attorney, how much are your fees? Oh, wow. Okay, so it costs about 50 grand. Okay, great. Thanks, guys. I just wanted to make sure I clarified that and had the numbers right. And the husband looked at it and he said, well, shit, why don't we just take the money, pay off half the debt and split it? And the wife goes, yeah, Jim, why don't we do that? I was like, I think that's a brilliant idea. I think that's a wonderful idea. That's amazing. It's an idea that any of us would have come up with right out of the gate.

48:34Everybody but that couple in conflict could see it, that that is the best solution. That would save tons of money. A judge would order this anyway. But asking them those questions to lead them to a solution is the ultimate goal. So for us in this stage, once we know the core issue and we have a plan and we want to lead, the first thing we have to do is identify whether to use the momentum technique or use the domino technique. So as we talked about before, there's never just one issue. There's going to be a lot of smokescreens. For some profiles, for some of the styles, you're going to want to get to the heart of the issue right away.

49:16You're not going to want to mess around with the surface level issues with those smoke screens. You're going to want to go directly for the big one. And that's why we call it the domino technique. Once you knock that out, the rest of them are just going to fall down and go away. Whereas some styles, it's going to be the exact opposite. If we go directly in and immediately try and resolve the core issue, they're going to get triggered. That emotion is going to come back and we're not going to make much progress. Instead, we want to do the momentum technique. We want to get a couple quick wins, working on the conflicts that don't matter as much, those issues, to lead up to that big one.

50:15safe with a personal price plan. Like a good neighbor, State Farm is there. Prices are based on rating plans that vary by state. Coverage options are selected by the customer. Availability, amount of discounts and savings, and eligibility vary by state. The holidays have arrived at the Home Depot, and we're here to help bring the excitement with decor for every part of your home. Check out our wide assortment of easy-to-assemble pre-lit trees so you can spend less time setting up and more time celebrating. And bring your holiday spirit outdoors with unique decor like one of our santa inflatables whatever your style find the right pieces at the right prices this holiday season at the home depot

51:04okay so can you help us map between the two then so what what styles definitely do we want to go domino with? Definitely, without a doubt, the first one is the competitor. If you use momentum with a competitor, it will not go well. It will not go well. Do not recommend it unless you just really want to incite some emotion within people and sit back and watch. The other is the avoider as well. So if they've decided, they've done the opportunity costs and weighed and realized okay, this is a conflict I need to deal with. They don't want to mess around with smokescreen issues. They want to get to the heart of it.

51:47They want to resolve it and they want to be done. For your collaborators, your analyzers, and your accommodators, we want to use the momentum technique, but for very different reasons. For the analyzer, they're trying to get as much information as possible. They want to know every piece. They don't want to be rushed. And for them, They feel like they're winning if they're resolving these small conflicts and feel ready and able to attack the big one. For the collaborators, it's the opposite. They just, they love people. They love getting information. They love resolving each little conflict. They're going to feel cheated if they only resolve the big conflict.

52:28Whereas the final ones, the accommodators, they need to feel comfortable first, that this is not going to be an intense confrontation, that they are comfortable with resolving some of these smaller ones before they get to more of a hot button issue. Let's start with the domino and maybe walk us through an example of that technique employed. Let's say work example. And this is something we've actually had in trainings and things as it comes up, that they're arguing about setting vacation policy, arguing about spending budgets in terms of approving an updated marketing or travel budget side of things, and arguing about a new policy for lunch breaks.

53:16So those three, some people think it would matter more than to others, but the biggest one was the change in vacation policy. The other ones, not quite as big a deal. They could work out and kind of go through. They were more of the smokescreen type issues. So when it comes to the domino or dealing with your avoider, with your competitor, it's all right, we're setting that agenda. The first and our main focus is going to be on the vacation policy. What are the biggest issues? What are your thoughts? How can we resolve this? Putting that in their hands and then being able to point to, guys, we did it.

53:57We knocked that out. Okay, what's next on the agenda? know, okay, we need to talk about, you know, the marketing budget. We need to talk about the, the lunch break, lunch break policy that we went through. If we're dealing with the collaborators, the analyzers or the accommodators, the complete opposite. Let's start with the one that's not as big of a, an issue, the marketing budget, you know, Hey, what are your thoughts? Take me, take me through this. Let's go. And we're pointing out all along the way over and over. look at how much progress you've made. Look at what all we've done. Look at what all we've accomplished.

54:31Wow. So we only have one more thing left and that is the vacation policy. So it's reorienting those based on the style as a way for us to satisfy the other person's wants and needs directly in that conflict. Absolutely. Absolutely. So as we're going through this, do you recommend that we're taking notes and starting to like really piece things together? What's your approach, especially as a mediator where you're kind of sitting between two contentious parties? Walk us through what your notepad looks like as you're going through this. Whether it's a mental notepad because it's with, you know, relationships or with friends or family or it is, as you mentioned, a formal side of things.

55:16The first notepad is drawing out those issues. So just to reiterate that, identify what are the 17 issues that are in this conflict. So I know what their style is. I know what style is going to match the best with them. I need to be a collaborator. I need to be a competitor here. and identifying here are the core issues and circling whether mentally or literally what I think the hot button issue is. The next is I'm ranking them. So, okay, I know the hot button issues here, these other four or five different things, these other 12 things, I'm ranking them in order to set up that momentum and domino technique.

56:01After that, it is, okay, it's time to play ball. This is where we get to bring in the other fun techniques, the other things to do to start to eventually lead people to that solution. How much interviewing are you doing beforehand on both sides to get all the information that you need to set up the strategy that you want, the issues that will be handled, and the those solutions that you want to work towards? Informal mediation. We don't do interviewing ahead of time just to prevent bias or anything like that, but for actually predicting and preventing conflict and resolving it as much as possible.

56:44So one of the first things we want to know and we want to try and figure out if we can, even in personal things, is what are the ways people communicate? So kind of that motive, do they prefer to communicate via text? Do they prefer to express their emotions on social media? Are they sending these long-winded emails? Are they always going in person? That's going to essentially, that's going to help us rule out certain profiles. It won't tell us exactly who we're dealing with right away, but it is going to be that first step in eliminating some. So, for example, if people prefer to communicate, especially in a conflict setting, through email, probably going to be either our avoiders or our analyzers for very different reasons.

57:29You know, one, it's very easy to avoid people when you're only communicating through email. You can have 90 ,000 unread emails. I send an email to you and respond for a week. I think maybe he's on vacation. Maybe he bounced back or maybe he went to spam. It's a little more awkward to whenever you text someone and they text you back, the three little bubbles pop up and then it goes away and you don't hear from them for three days. So a little harder to avoid on that scenario. And then the same for your analyzers, but for different reasons. They want to get as much information as possible. So they're going to want to ask all of these different questions.

58:08And it's awkward to get the junior high length breakup text, you know, where it's novels of information, even with the new iPhone update where you can click and it expands. But an email is not quite as awkward. It's not quite as weird to ask very specific questions. We all have those people we work with or in our lives that will send the emails with broken up into paragraphs and highlighted, bolded and those things. And so that mode of communication is huge. You know, your collaborators are always going to want to be face to face or over the phone. So are your competitors. Competitors because they want to resolve it now.

58:46Collaborators because they want to read people. They want to gain as much information, as small talk as well. And then for your accommodators, that's their worst nightmare. They're going to prefer that text messages, the social media, things they don't have to interact quite as much with it. So that mode is huge. If we can find that out before, if we know that from the people in our lives and relationships, that can help us kind of narrow down to specific profiles. It's so helpful. I think so often we go in with the plan and then we settle very quickly around the smokescreen issues and not the big issues.

59:23And then we get frustrated when we're right back in conflict with the same person or team again and again. So for those in leadership roles, does it help to build teams around conflict style? Are we looking to pair and group people together if we're leading a team and we got to get these big things done to facilitate resolving conflicts quickly on our teams? Well, from what we've seen companies use this for leaders, using this is really two different areas. One is, as you mentioned, the building of the team. So whether that's deciding who to promote, who to be team leader, whether that's as you're interviewing people and saying, ooh, I've got a full team of avoiders.

1:00:07Do I really want to hire this collaborator? Is that going to go well? or I have a lot of task trigger people. Do I really want the accommodator in here? So we see people do that to kind of, or essentially to predict and prevent conflict from happening. The second is in assessing their own teams. I'd say the number one biggest thing I get brought in to do is to do assessment, to have the team take our assessment profile and say, yeah, these specific situations, those two people are going to, they're going to fight. And it's just going to keep happening. So we may either want to make some changes in terms of how we handle them, or you know what, we may just need to separate those people or make sure that there's somebody there changing some policies ahead of time.

1:01:00So identifying with existing teams what's going to work and what's not and start to see those fires before they happen is huge, but also in just the creation of the team itself. I've got a lot of this profile. Do I really want to hire their worst teammate? This has been such a fascinating conversation with great examples. And I know our audience loves analyzing themselves and getting to know their style. So where can they find out more about the self-analysis that you offer and the work that you do? First is the book, How to Get Along with Anyone. that's coming out February 18th, but our website, theconflictdocs.com.

1:01:41So we have not only a way to purchase the book, but we also do have a scientifically validated assessment that people can log on and take that will tell them what their profile is, what their type of conflict triggers them, as well as their best teammate and worst teammate. So we recommended strongly before any first date, just have your date take the assessment see if it's going to be a match yeah maybe save you some time and money on a bad date yeah we might start putting in our online dating profiles I'm an accommodator there you go no competitors here thank you so much for joining us it was a pleasure having you guys thank you thank you so much it was very nice to meet y 'all

1:02:36Thank you for listening. And now comes the part of the show where we showcase one of our X Factor Accelerator members. Take it away, Chris. Hey, everyone. My name is Chris Raftery. I'm a financial advisor, and I joined X Factor to build better relationships with my friends at work and also with my family. X Factor really helped me not just with the course material and reading about all the ways I could improve, but also in helping me implement all of these different teachings, giving me an outlet and a network to practice these things, to troubleshoot in a way a lot of situations I was going through and really provide some real world applications and have fun along the way too.

1:03:26The thing I'm looking forward to the most is continuing to develop. They say iron sharpens iron and being able to work with the other guys in the group has really proved that. I'm looking forward to continuing to build better relationships with the existing folks that I hold near and dear to me, but also meeting new people out there. Thank you, Chris. And it was a pleasure and an honor working with you two and good luck to all your future endeavors. If you've gotten value out of this or any of our podcasts. Head on over to your favorite podcast player and rate and review the show. It means the world to us and it helps others find the show.

1:04:05Johnny, what's the one thing that separates highly successful people from everyone else? That's easy, AJ. It's their ability to build and leverage genuine relationships. The best opportunities always come through connections. And that's exactly what we teach in our X Factor Accelerator program. Live coaching calls, implementation workshops, and a supportive community of high achievers, all focused on one thing, helping you develop the confidence and charisma to succeed. Whether you're looking to advance your career, grow your business, or deepen your personal relationships, we give you the proven framework to make it happen.

1:04:39Our clients have gone from feeling stuck to launching successful businesses, landing dream jobs, and building incredible networks, all by mastering these essential skills. Make 2025 your breakthrough year. Join us in the X Factor Accelerator. Head over to unlockyourxfactor.com to apply now. Limited spots available for our January cohort. Your future self will thank you. Before we head out, a huge thank you to our producers, Michael Harold and Eric Montgomery. Until next week, go out there and make it amazing.

1:05:22Like 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 day But I found you all right Rinse takes your laundry and hand delivers it to your door, expertly cleaned and folded, so you could take the time once spent folding and sorting and waiting to finally pursue a whole new version of you. Like tea time you. Mmm. Or this tea time you. Or even this tea time you. So did you hear about Dave? Or even tea time, tea time, tea time you. Mmm. So update on Dave. It's up to you.

1:06:17We'll take the laundry. Rinse. It's time to be great.