November 8, 2024 • 13 mins
What happens when leaders deliver promises they can't keep? This episode promises to guide you through the intricate world of leadership and how even unintentional miscommunications can undermine the trust of a team. Together, we'll unpack the complex dynamics of hierarchical communication, reflect on the significant impact a leader's words and actions have on their team, and explore ways to rebuild that trust.
Can you be sure you are not building unachievable expectations with your team?
If you want to ensure that you are intentionally communicating in order to keep trust with your team, this is the episode for you!
To have your questions answered on the show, submit your story here: https://allthrive.ca/share-your-story
Leadership Ripples with Leah Fink is live every week at 12:00pm MST. Please join us to get answers to your leadership questions! https://www.linkedin.com/in/leah-fink-all-thrive/
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Every action you take as a leader has a ripple effect
, starting with your team, goingout to the organization and
even out into people's personallives.
Here we offer you the chance tolearn from real-life stories of
leadership so you can gain adeeper understanding and level
up your own skills Fromcommunication to culture, to
power and equity, to feedback,to resolving conflict and more.
(00:23):
Join us and make sure you'recreating the ripples you want.
Welcome to Leadership Rippleswith Leah Fink.
Speaker 2 (00:31):
Hello and welcome to Leadership Ripples with Leah
Fink.
Today we are going to betalking about the real impact
that can happen to youremployees when you lie, even
unintentionally and today'sstory is actually from an
employee, but I thought it wasreally important to share with
leaders what kind of impact thismight be having on people.
(00:51):
Bs shares his story with us.
I am part of a small departmentin a very large company that
has gone through a lot ofchanges over the last couple
years.
Some of it was communicatedwell by leadership and some
poorly.
About six months ago, a toplevel of leadership could tell
that people were worried aboutthe way things were going, so he
assured us that our staffingand positions would not be
(01:12):
changing, that even with theother changes, that part would
be consistent.
Well, positions are changing.
Someone was let go and all ofour roles feel in jeopardy.
Now I've started talking withmy co-workers and we're all
thinking about how we should beready to leave.
Even if I were promised todaythat our positions were assured
for the next year, I wouldn'tbelieve our leadership team
(01:33):
anymore.
Thank you for sharing yoursituation, bs, and I am sorry
that you have to go through that, the worry and the stress that
can come with that kind ofuncertainty is so hard to get
through, and especially ifyou're trying to still work at
this place and maintain a highquality of work, how do you
still feel bought in during thiswhole process and with this
(01:53):
show, since we want to look atthe leader's perspective, we
might not know a lot about thatand we might even start to be
judging it, of thinking toourselves like, oh man, it's
just that BS's leaders are notthat great.
They're not great atcommunication.
I would never lie to my stafflike that.
That seems like such an obviousslip up, maybe, but as we know,
there are often unintentionalimpacts we could be having as
(02:14):
leaders.
So we really want to dive intothat today.
And let's first acknowledge thatthere are things that leaders
know that employees don't, andevery level up of hierarchy that
you go in your organization,there is going to be a different
level of knowledge, and that isa good thing.
It wouldn't be helpful foreveryone or for anyone if an
employee had to be informed ofevery single detail, especially
(02:36):
when decisions aren't made.
Things are still changing.
That wouldn't make sense at all, and when there is a
hierarchical structure, it meansthat there are people who will
be making those decisions andpeople who won't have a say in
them.
And it would also be way toomany voices if every decision
had to be made by every employee.
Everyone had to be a say, andit would be also frustrating if
employees knew about everydecision but then didn't have a
(02:58):
say.
So in a hierarchical situation,it does not make sense for
everyone to know everything.
Now, in a healthy system,management is going to be
informed by their staff andthey're going to be informing
higher levels of managementwhat's going on.
So, when big decisions arebeing made with that select
group of people, that higherlevel of management, they've got
(03:18):
all of the information from allthese different layers of the
organization of what's happening, what would be helpful to
change, how people could be moreeffective, and then they're
going to make that decision,communicate it well back to the
staff.
Unfortunately, that rarelyhappens and it's for a bunch of
reasons.
Information can be corrupted indifferent ways as it goes
through layers of people.
(03:39):
Everyone interprets thingstheir own way and it becomes
like a game of telephone wherepeople are whispering this
message, passing it along, andit gets a little bit warped.
It can also, of course, beimpacted by how each leader
feels confident and comfortablein their own role.
Maybe in the span of their ownworries about the situation or
what's happening or theirposition, they're going to shift
(03:59):
the message to protectthemselves a little bit and
their own interests.
Or they're going to shift themessage to try to protect their
team, realizing that anotherlevel of management may not like
what they're hearing and maybethere's a top tier of leadership
that just has different goals.
Maybe they're really focused inone area and what your
management is bringing to thetable is just not their priority
right now.
(04:20):
And in situations, maybe likeBS, where you're part of a small
department, your departmentmight not have as much say, your
management might not have asmuch say as some bigger
departments in the organization.
Those other needs will beprioritized.
So we've got all these levelsof information coming in, all
these levels of decision-makingthat have to interact with each
other, and that all impactsemployees of all these different
(04:42):
levels that might not have muchof a say in what's now going to
happen.
And you as a leader probablyknow this right.
It sounds like even BS's leaderat a high level knew that there
was some discomfort, some worryor unease, and they really
wanted to assure people thosesix months ago.
They had a really goodintention.
They wanted to keep peoplefeeling secure.
(05:02):
The problem is they made apromise they couldn't keep and
it doesn't sound like this wholepiece was maybe communicated
the best.
And since, in this case, we'renot talking, obviously, to that
top level of leadership, wedon't know exactly what happened
and why this happened.
We're kind of like BS and hisco-workers we just have all
these questions and you've heardthe impact of that already.
(05:22):
It sounds, honestly, like hiswhole team have one foot out the
door.
They're thinking about what'sgoing to happen to them and
they're prepping for that.
They are, honestly, they'regetting ready to leave in a part
of their mind, and this is oneof the worst case scenarios for
your staff.
Once people have decided theycannot trust an organization, a
leader, a situation, whatever itis, they check out, they lose
(05:44):
motivation and drive.
They quiet, quit, they don'tengage in the same way that they
used to.
It kills their passion for workand it could even lead to
things obviously like medicalleave, as people are overly
stressed, or them leaving theorganization, which is probably
the last thing that you want.
So let's consider what happenedfrom a leadership perspective
(06:04):
and what can you do if thishappens when you're leading a
team?
So we'll address this firstfrom top level of leadership and
what to do if you're thatleader caught in the middle.
And the first thing you can do,although it seems obvious, is
try not to get caught in thissituation.
And this might be morechallenging than you think,
because some of what we say,some of what we do, is not going
to be intentional and perfectlythought out and it may be
(06:27):
interpreted different ways.
And, of course, it comesgenerally from this place of
good intentions.
You want to be able to assureyour employees if they seem
worried.
When there's big decisions upin the air, it's nice to be able
to provide that sense ofcomfort of what's going to
happen.
Because we like black and white, we don't like sitting in gray.
It can be uncomfortable foreveryone at every level, but we
(06:48):
can only provide that real blackand white surety when we are
100% sure of what we arepromising.
And we do this in a millionother ways as well.
Right, this is like I said.
It could be a side comment toan employee without realizing a
situation may change orsomething may come up that you
didn't realize that was out ofyour control and we, honestly,
(07:09):
might not even remember what wesaid.
It might have been like I saidthis offhand thing, or might
have been something that we saidthat was a little more vague
than it should have been and itwas interpreted in a different
way than we intended it.
So, first, this means we haveto be very intentional in our
language.
If you notice yourself statingthings with surety that you're a
pretty direct, confident,confident person you've stated a
(07:30):
lot of things as facts, we youneed to add some details.
Maybe that are the facts thatthen we're not giving this super
huge promise that we know wewon't be able to keep or might
not end up being able to keep.
So you could add things like atime span so we can guarantee
that things won't change withyour positions for at least six
months and we'll update you then.
It's very different promisethan we can guarantee positions
(07:53):
aren't changing, right?
That time span instantlychanged it.
You can mention the currentinformation that changes are
being made on.
So, for example, you know wehave this new mandate coming
into effect and this is what wethink it'll look like.
As we test run it, things mightchange.
This is how we're gonna mightchange.
This is how we're going to getfeedback.
This is how you'll be informedabout those changes.
You can mention externalfactors that may come into play.
(08:15):
So we're aware of this trend onthe market and we're taking
these steps to mitigate anychallenges.
This is how you can stayengaged with what's happening.
We'll do our best to protectemployees this way.
So there's all these piecesthat you're putting in, and it's
not trying to just cushionthings, and how you communicate
does matter.
People can pick up if you'rejust trying to put a false cover
(08:36):
over something.
So this is as truthful as youcan be without scaring people.
You're not trying to terrifythem, but you are trying to be
truthful.
Things don't feel sure and safeat work.
They know when big changesmight be coming, and people
don't want platitudes, theydon't want false promises.
They may help you in the shortterm, right Like in this
(08:56):
situation, I suspect in theshort term they helped a little
bit, but in the long term, it isreally how you lose employees.
What they want is the truth, asmuch of it as makes sense to
give to them, and to do that,you need to have clear, regular
communication about these things.
Now let's talk about what wecan do.
If something like this hasalready happened because the
(09:17):
chances are it's alreadyhappened at least some capacity.
Maybe not a promise like this,but statements that have built
these expectations that then endup being broken.
This is going to be harder thehigher up you are in a company.
First it's going to take youhaving to get this feedback from
employees right.
So, having healthy feedbackmechanisms that have informed
you of what's happening forthese employees after you shared
(09:37):
something and if you do hearabout these situations,
hopefully that you're lookingback over what this impact could
have been and how you couldsupport these different levels,
how you might need to repairsome harm to the relationship as
you're representing the kind ofwhole organization, the harm
they've done to this employee,how they've stressed out now and
I would first directly addresswhat happened and apologize for
(10:00):
the impact you know we realizewe had told you there wouldn't
be any changing to staffing andthere now has been.
This is the situation thatchanged and we need to address
it.
Realize this probably createdsome stress around your role.
There are still decisions thatare being made and this is how
we're planning on protecting ouremployees.
We're going to reconnect inthis time frame with more
updates.
Right, you have to.
(10:22):
If this trust has been broken,you're going to have to be a
little bit more upfront Because,like Bia said in their story,
if you just now say no, wepromise nothing else is changing
for six months, I don't know ifthey're even going to believe
you.
But shorter timelines, morespecific information will really
help you out in this.
You need to be accountable.
Make only promises that youabsolutely 100% can keep and
(10:44):
make sure that you areacknowledging the impact to what
you did.
And if you're a higher level ofleadership that's not directly
interacting with all theseemployees, make sure that you're
supporting those managers whoare now going to have to
interact with those employees onthis more personal level right,
really supporting them.
That way, and if you are one ofthose leaders that needs to be
supported, you unfortunately getto take on the challenge of
(11:06):
helping your staff get throughsomething that was probably
fully out of your control.
You can provide the informationthat you have.
You could talk about your ownplans for what you're doing and
how you're working to protectthe team.
You can emotionally supportthem in the way that they need
and recognize that they might bestressed and you might not be
able to get rid of all thatstress right.
You could do your best tomitigate it and share with them
(11:29):
honestly and support them.
But there will probably bestill some added stress from
this.
And if this is less of adecision from above and you're
just looking at how you've beencommunicating with your team,
you're now contemplating some ofthose pieces in general about
how intentional you are, abouthow you talk.
Hopefully you are becoming moreaware of this.
You may be thinking back andgoing oh, maybe I did say that
(11:51):
to the team and you hopefullyalso have a bit of a sense of
how they interact.
If you've noticed that everyoneseems a little bit different in
how they communicate with you,maybe you pick up that cue,
realize that they're a littlebit unhappy and you're asking
what happened.
So if you hear about somethingthat you said that they felt
bent on expectation, somethingthat they were promised and
(12:12):
didn't get, I would do some ofthe same steps as I shared for
those higher levels ofleadership.
You want to acknowledge theimpact, share what information
you can share what you are ableto do and what you will do and
see what you might need to do inthe relationship to rebuild
trust.
The hope, of course, is thatmost of the times that we do
(12:32):
this, it's not quite as big,it's not quite as trust-breaking
.
It is going to be those littlecomments that do impact trust
but don't break it quite asfully as this.
So I really hope that all theleaders that are listening are
taking this opportunity You'vetaken this opportunity to really
reflect on the intentionalityyou need and you put into how
you speak, because even thesmallest bit of trust can have
(12:55):
an impact and these bigsituations have such a huge
impact on people that we want tobe really aware.
If you have more questionsabout rebuilding trust in a
relationship, please feel freeto contact me.
I look forward to continuingour conversation bs and, as a
reminder, if you want to shareyour story or question with the
show, I'll follow up with youwith a session to make sure that
(13:17):
we did get through everything,answer your question and to say
thank you for sharing with us.
I thank you, as listeners, somuch for engaging with this
material, thinking about thereal impact you might be having
on people that you care aboutand are trying to help.
So thank you so much forlistening and learning with me
(13:37):
and, as we close, remember toask yourself what kind of
ripples am I going to createthis week?
Speaker 1 (13:43):
We hope you enjoyed the episode.
Make sure to subscribe, commentand connect with Leah at
meetleahca.
Every action you take as a leader has a ripple effect
, starting with your team, goingout to the organization and
even out into people's personallives.
Here we offer you the chance tolearn from real-life stories of
leadership so you can gain adeeper understanding and level
up your own skills Fromcommunication to culture, to
power and equity, to feedback,to resolving conflict and more.
(00:23):
Join us and make sure you'recreating the ripples you want.
Welcome to Leadership Rippleswith Leah Fink.
Speaker 2 (00:31):
Hello and welcome to Leadership Ripples with Leah
Fink.
Today we are going to betalking about the real impact
that can happen to youremployees when you lie, even
unintentionally and today'sstory is actually from an
employee, but I thought it wasreally important to share with
leaders what kind of impact thismight be having on people.
(00:51):
Bs shares his story with us.
I am part of a small departmentin a very large company that
has gone through a lot ofchanges over the last couple
years.
Some of it was communicatedwell by leadership and some
poorly.
About six months ago, a toplevel of leadership could tell
that people were worried aboutthe way things were going, so he
assured us that our staffingand positions would not be
(01:12):
changing, that even with theother changes, that part would
be consistent.
Well, positions are changing.
Someone was let go and all ofour roles feel in jeopardy.
Now I've started talking withmy co-workers and we're all
thinking about how we should beready to leave.
Even if I were promised todaythat our positions were assured
for the next year, I wouldn'tbelieve our leadership team
(01:33):
anymore.
Thank you for sharing yoursituation, bs, and I am sorry
that you have to go through that, the worry and the stress that
can come with that kind ofuncertainty is so hard to get
through, and especially ifyou're trying to still work at
this place and maintain a highquality of work, how do you
still feel bought in during thiswhole process and with this
(01:53):
show, since we want to look atthe leader's perspective, we
might not know a lot about thatand we might even start to be
judging it, of thinking toourselves like, oh man, it's
just that BS's leaders are notthat great.
They're not great atcommunication.
I would never lie to my stafflike that.
That seems like such an obviousslip up, maybe, but as we know,
there are often unintentionalimpacts we could be having as
(02:14):
leaders.
So we really want to dive intothat today.
And let's first acknowledge thatthere are things that leaders
know that employees don't, andevery level up of hierarchy that
you go in your organization,there is going to be a different
level of knowledge, and that isa good thing.
It wouldn't be helpful foreveryone or for anyone if an
employee had to be informed ofevery single detail, especially
(02:36):
when decisions aren't made.
Things are still changing.
That wouldn't make sense at all, and when there is a
hierarchical structure, it meansthat there are people who will
be making those decisions andpeople who won't have a say in
them.
And it would also be way toomany voices if every decision
had to be made by every employee.
Everyone had to be a say, andit would be also frustrating if
employees knew about everydecision but then didn't have a
(02:58):
say.
So in a hierarchical situation,it does not make sense for
everyone to know everything.
Now, in a healthy system,management is going to be
informed by their staff andthey're going to be informing
higher levels of managementwhat's going on.
So, when big decisions arebeing made with that select
group of people, that higherlevel of management, they've got
(03:18):
all of the information from allthese different layers of the
organization of what's happening, what would be helpful to
change, how people could be moreeffective, and then they're
going to make that decision,communicate it well back to the
staff.
Unfortunately, that rarelyhappens and it's for a bunch of
reasons.
Information can be corrupted indifferent ways as it goes
through layers of people.
(03:39):
Everyone interprets thingstheir own way and it becomes
like a game of telephone wherepeople are whispering this
message, passing it along, andit gets a little bit warped.
It can also, of course, beimpacted by how each leader
feels confident and comfortablein their own role.
Maybe in the span of their ownworries about the situation or
what's happening or theirposition, they're going to shift
(03:59):
the message to protectthemselves a little bit and
their own interests.
Or they're going to shift themessage to try to protect their
team, realizing that anotherlevel of management may not like
what they're hearing and maybethere's a top tier of leadership
that just has different goals.
Maybe they're really focused inone area and what your
management is bringing to thetable is just not their priority
right now.
(04:20):
And in situations, maybe likeBS, where you're part of a small
department, your departmentmight not have as much say, your
management might not have asmuch say as some bigger
departments in the organization.
Those other needs will beprioritized.
So we've got all these levelsof information coming in, all
these levels of decision-makingthat have to interact with each
other, and that all impactsemployees of all these different
(04:42):
levels that might not have muchof a say in what's now going to
happen.
And you as a leader probablyknow this right.
It sounds like even BS's leaderat a high level knew that there
was some discomfort, some worryor unease, and they really
wanted to assure people thosesix months ago.
They had a really goodintention.
They wanted to keep peoplefeeling secure.
(05:02):
The problem is they made apromise they couldn't keep and
it doesn't sound like this wholepiece was maybe communicated
the best.
And since, in this case, we'renot talking, obviously, to that
top level of leadership, wedon't know exactly what happened
and why this happened.
We're kind of like BS and hisco-workers we just have all
these questions and you've heardthe impact of that already.
(05:22):
It sounds, honestly, like hiswhole team have one foot out the
door.
They're thinking about what'sgoing to happen to them and
they're prepping for that.
They are, honestly, they'regetting ready to leave in a part
of their mind, and this is oneof the worst case scenarios for
your staff.
Once people have decided theycannot trust an organization, a
leader, a situation, whatever itis, they check out, they lose
(05:44):
motivation and drive.
They quiet, quit, they don'tengage in the same way that they
used to.
It kills their passion for workand it could even lead to
things obviously like medicalleave, as people are overly
stressed, or them leaving theorganization, which is probably
the last thing that you want.
So let's consider what happenedfrom a leadership perspective
(06:04):
and what can you do if thishappens when you're leading a
team?
So we'll address this firstfrom top level of leadership and
what to do if you're thatleader caught in the middle.
And the first thing you can do,although it seems obvious, is
try not to get caught in thissituation.
And this might be morechallenging than you think,
because some of what we say,some of what we do, is not going
to be intentional and perfectlythought out and it may be
(06:27):
interpreted different ways.
And, of course, it comesgenerally from this place of
good intentions.
You want to be able to assureyour employees if they seem
worried.
When there's big decisions upin the air, it's nice to be able
to provide that sense ofcomfort of what's going to
happen.
Because we like black and white, we don't like sitting in gray.
It can be uncomfortable foreveryone at every level, but we
(06:48):
can only provide that real blackand white surety when we are
100% sure of what we arepromising.
And we do this in a millionother ways as well.
Right, this is like I said.
It could be a side comment toan employee without realizing a
situation may change orsomething may come up that you
didn't realize that was out ofyour control and we, honestly,
(07:09):
might not even remember what wesaid.
It might have been like I saidthis offhand thing, or might
have been something that we saidthat was a little more vague
than it should have been and itwas interpreted in a different
way than we intended it.
So, first, this means we haveto be very intentional in our
language.
If you notice yourself statingthings with surety that you're a
pretty direct, confident,confident person you've stated a
(07:30):
lot of things as facts, we youneed to add some details.
Maybe that are the facts thatthen we're not giving this super
huge promise that we know wewon't be able to keep or might
not end up being able to keep.
So you could add things like atime span so we can guarantee
that things won't change withyour positions for at least six
months and we'll update you then.
It's very different promisethan we can guarantee positions
(07:53):
aren't changing, right?
That time span instantlychanged it.
You can mention the currentinformation that changes are
being made on.
So, for example, you know wehave this new mandate coming
into effect and this is what wethink it'll look like.
As we test run it, things mightchange.
This is how we're gonna mightchange.
This is how we're going to getfeedback.
This is how you'll be informedabout those changes.
You can mention externalfactors that may come into play.
(08:15):
So we're aware of this trend onthe market and we're taking
these steps to mitigate anychallenges.
This is how you can stayengaged with what's happening.
We'll do our best to protectemployees this way.
So there's all these piecesthat you're putting in, and it's
not trying to just cushionthings, and how you communicate
does matter.
People can pick up if you'rejust trying to put a false cover
(08:36):
over something.
So this is as truthful as youcan be without scaring people.
You're not trying to terrifythem, but you are trying to be
truthful.
Things don't feel sure and safeat work.
They know when big changesmight be coming, and people
don't want platitudes, theydon't want false promises.
They may help you in the shortterm, right Like in this
(08:56):
situation, I suspect in theshort term they helped a little
bit, but in the long term, it isreally how you lose employees.
What they want is the truth, asmuch of it as makes sense to
give to them, and to do that,you need to have clear, regular
communication about these things.
Now let's talk about what wecan do.
If something like this hasalready happened because the
(09:17):
chances are it's alreadyhappened at least some capacity.
Maybe not a promise like this,but statements that have built
these expectations that then endup being broken.
This is going to be harder thehigher up you are in a company.
First it's going to take youhaving to get this feedback from
employees right.
So, having healthy feedbackmechanisms that have informed
you of what's happening forthese employees after you shared
(09:37):
something and if you do hearabout these situations,
hopefully that you're lookingback over what this impact could
have been and how you couldsupport these different levels,
how you might need to repairsome harm to the relationship as
you're representing the kind ofwhole organization, the harm
they've done to this employee,how they've stressed out now and
I would first directly addresswhat happened and apologize for
(10:00):
the impact you know we realizewe had told you there wouldn't
be any changing to staffing andthere now has been.
This is the situation thatchanged and we need to address
it.
Realize this probably createdsome stress around your role.
There are still decisions thatare being made and this is how
we're planning on protecting ouremployees.
We're going to reconnect inthis time frame with more
updates.
Right, you have to.
(10:22):
If this trust has been broken,you're going to have to be a
little bit more upfront Because,like Bia said in their story,
if you just now say no, wepromise nothing else is changing
for six months, I don't know ifthey're even going to believe
you.
But shorter timelines, morespecific information will really
help you out in this.
You need to be accountable.
Make only promises that youabsolutely 100% can keep and
(10:44):
make sure that you areacknowledging the impact to what
you did.
And if you're a higher level ofleadership that's not directly
interacting with all theseemployees, make sure that you're
supporting those managers whoare now going to have to
interact with those employees onthis more personal level right,
really supporting them.
That way, and if you are one ofthose leaders that needs to be
supported, you unfortunately getto take on the challenge of
(11:06):
helping your staff get throughsomething that was probably
fully out of your control.
You can provide the informationthat you have.
You could talk about your ownplans for what you're doing and
how you're working to protectthe team.
You can emotionally supportthem in the way that they need
and recognize that they might bestressed and you might not be
able to get rid of all thatstress right.
You could do your best tomitigate it and share with them
(11:29):
honestly and support them.
But there will probably bestill some added stress from
this.
And if this is less of adecision from above and you're
just looking at how you've beencommunicating with your team,
you're now contemplating some ofthose pieces in general about
how intentional you are, abouthow you talk.
Hopefully you are becoming moreaware of this.
You may be thinking back andgoing oh, maybe I did say that
(11:51):
to the team and you hopefullyalso have a bit of a sense of
how they interact.
If you've noticed that everyoneseems a little bit different in
how they communicate with you,maybe you pick up that cue,
realize that they're a littlebit unhappy and you're asking
what happened.
So if you hear about somethingthat you said that they felt
bent on expectation, somethingthat they were promised and
(12:12):
didn't get, I would do some ofthe same steps as I shared for
those higher levels ofleadership.
You want to acknowledge theimpact, share what information
you can share what you are ableto do and what you will do and
see what you might need to do inthe relationship to rebuild
trust.
The hope, of course, is thatmost of the times that we do
(12:32):
this, it's not quite as big,it's not quite as trust-breaking
.
It is going to be those littlecomments that do impact trust
but don't break it quite asfully as this.
So I really hope that all theleaders that are listening are
taking this opportunity You'vetaken this opportunity to really
reflect on the intentionalityyou need and you put into how
you speak, because even thesmallest bit of trust can have
(12:55):
an impact and these bigsituations have such a huge
impact on people that we want tobe really aware.
If you have more questionsabout rebuilding trust in a
relationship, please feel freeto contact me.
I look forward to continuingour conversation bs and, as a
reminder, if you want to shareyour story or question with the
show, I'll follow up with youwith a session to make sure that
(13:17):
we did get through everything,answer your question and to say
thank you for sharing with us.
I thank you, as listeners, somuch for engaging with this
material, thinking about thereal impact you might be having
on people that you care aboutand are trying to help.
So thank you so much forlistening and learning with me
(13:37):
and, as we close, remember toask yourself what kind of
ripples am I going to createthis week?
Speaker 1 (13:43):
We hope you enjoyed the episode.
Make sure to subscribe, commentand connect with Leah at
meetleahca.
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