November 22, 2024 • 14 mins
How do you face a team member who has acted unethically, going against all of your values? Join us as we explore the emotional resilience required to tackle such challenging situations, and how we can prepare ourselves for tough conversations. We focus on how you can ensure that you remain a steadfast and effective leader, even through emotional turmoil.
Are you confident that you can still create empathetic and constructive dialogues in these situations?
If you want to be sure you can be calm and rational, even in stormy waters, you should give this episode a listen!
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 what to do when
you have to face someone who'sacted totally against your
values in an unethical way, andhow you compose yourself, how
you get through a conversationlike that.
And in this case, this isactually a situation that
(00:52):
already happened, and when Iheard about it from a leader I
was talking to, I asked if Icould use it on the show,
because it is such a greatexample of a challenge that
leaders might have to face,unfortunately.
So JK's story.
I'm a high-level manager in HRand I had an employee come to me
with a troubling story about aninteraction they had where
another staff acted badly.
(01:13):
The staff did something thatgoes against all the values I've
worked hard to install in thiscompany and something I find
personally abhorrent.
The employee became emotionalduring our talk and after
hearing everything, I becameemotional too.
Since the conversation, I'vehad a hard time trying to figure
out how can I address thisemployee who caused the issue.
As I planned for a meeting withhim, I was just not sure how I
(01:36):
was going to be professional andcalm.
So thank you for sharing yourstory, jk, and first of all, I'm
so sorry that both the employeethat ended up in that situation
and also you having to dealwith this have to be with this
situation.
Of course, that's not somethinganyone wants to experience in
the workplace, no matter what itwas.
If it brings up that emotion,that can be a really, really
(01:57):
hard space to be in.
So I hope you were able toprovide them with a lot of
resources and I hope, at thesame time, when you were going
through the situation and evenafter you made sure that you
were accessing support andresources for yourself as well,
because this is not an easysituation to be in, and there's,
of course, a lot of componentsto this situation and, to be
fair, I'm not going to talkabout a lot of them.
(02:18):
There's going to be potentiallylegal ramifications, policies
and procedures, employmentissues, corrective action a
whole list of things that couldcome out of this and a lot of
people will probably be involvedand they're going to ultimately
have to make a plan of whathappens or happened with this
employee, and I'm not going togo into all of that.
What I really want to focus intoday is this emotional
(02:41):
experience and how hard it canbe as a leader, when we have to
talk to someone, when we'rereally upset with what they did,
and of course, it's going tohappen on a variety of levels,
from smaller issues to largerissues.
So let's dive into it.
And one of the first challengeswith this and one of the
reasons this would not maybe bea good topic live for the show
is often these kinds ofsituations require a pretty
(03:03):
quick timeline.
In this kind of situation,things have already happened and
this might need to be addressedreally quickly.
You might need to just about berunning to get that employee
that caused the issue into theoffice to talk to right away, or
immediately going to managementand starting that ball rolling,
and you will definitely need to, if that's the case, if this is
a very fast moving thing beable to control your emotional
(03:26):
state and just dive into this.
So today we'll talk about someof that pre-work we can do or
what you could do if you getcaught in that situation,
because, of course, all of thisis easier said than done.
As soon as emotions come intothe mix, we are reacting from a
fully different part of ourbrain, right?
Instead of being in this niceprefrontal cortex where
(03:46):
everything's calm and logicaland organized.
We are now operating out ofthose more base brain functions
and they don't allow you to lookat perspectives the same way,
and so the first thing we wantto do, regardless of timeline,
regardless of what's happening,is make sure that we are able to
calm ourselves, to really getback into this more rational,
regulated state, because in ourrole, we will need to be able to
(04:09):
handle this in that way.
I think it's totally fine thatyou were vulnerable in that
situation with that employee,that they were so affected, that
you were so affected that youcried a little.
That's fine.
Now it's just making sure we'retaking that step back so we can
be ready to step in in adifferent way.
Maybe this is just some mindfulnext exercises, maybe you only
have a moment, but you can stilltake that time to take a couple
(04:32):
really deep breaths, slow downyour nervous system, return to
that place of calm, just be inthe moment for a while, and you
can do all sorts of these things.
There's so many on YouTube.
There's so many free resourcesonline If you don't even want to
think about this that you canplug in for two minutes.
Just take that time and letyour system calm itself so you
(04:53):
can get back into that betterbrain state.
Now, if you immediately have tojump into action, that might be
all that you have time for, andif that's the case, it's
probably going to have to comeup again and again during this
conversation that you have withthis employee, that you might
have to keep thinking toyourself oh, I'm starting to get
emotional.
I'm going to take those coupledeep breaths.
I'm starting to get emotional.
(05:14):
How do I keep myself a littlebit more calm?
A little bit more calm and,once again, a bit easier said
than done.
We all think we're better atthis, but of course, the more
emotional we get, the harder itis to return to thinking that I
need to be calmed down again.
Right, and so this is a greatskill that you can be practicing
throughout your life, multiplesituations, especially if you
can find smaller situations thatmaybe aren't so emotionally
(05:36):
triggering for you.
So you're having a stressfulday at work?
How often can you remember tocalm down and reset?
You're annoyed with your kids?
How can you keep practicingbringing back to that calm space
in that situation?
Because if you can do that inthose situations, it builds up
the building blocks, thestructure that you can use, so
then you can keep calm in thesebigger situations and this is
(05:59):
such a critical skill in yourleadership journey.
So I highly encourage everyoneto be practicing this a lot,
because it does take practice toget there.
So that's at a very minimum.
The biggest thing you need to dois make sure that you are
calming your system, stayingcalm in that meeting as you meet
this person, because we'rerecognizing there's some big
emotions going on here.
(06:20):
If you have a little bit moretime and space before this
meeting, maybe you know you needtheir manager's going to go do
something.
Someone's got to do somepaperwork, someone's got to set
something up.
Maybe you do have half an hourto yourself, and one of the best
things I believe you could dowith that time and space is
really understanding your ownexperience.
Take some time to reflect onwhat's happening for you so you
(06:40):
can go into this in a better way.
So first, as you think aboutthis kind of experience, this
kind of situation, what are theemotions that come up?
For you Sounds like there's alot of emotion, but can you
actually label what they arespecifically?
Grab a feelings list orfeelings wheel and really delve
into some of those specifics andthen, once you've identified
(07:00):
what the feelings are, take amoment to also figure out what
some of your unmet needs mightbe when you think of that kind
of situation, what's leading tothose feelings.
And again you can find needs,wheels or lists of social,
emotional, psychological needsthat we all have as humans.
So if we were to go say, for anextreme case, let's use an
extreme example let's say thatwhat was reported to you was a
(07:22):
case of sexual harassment.
So what comes up for you whenyou say that, okay, are you mad,
are you scared?
Do you feel helpless, dismayed?
What are some of those emotions?
And then what are some of thoseneeds that led to that?
Was it an unmet need of safetyor control or protection or
freedom?
When we can reflect on that andreally figure out the specifics
(07:46):
of those emotions and thoseneeds, it not only gives us
obviously a better chance tounderstand our own experience,
but it gives a different waythat we can address things and
we've talked about this beforeIf you've listened to some of
our episodes aroundcommunication.
This is based in nonviolentcommunication.
It gives you this different wayto approach things.
So, for example, if you, ifwe're looking at the above
(08:07):
example and you were saying that, wow, feeling helpless is
really the biggest thing and yourecognize that's from an unmet
safety need.
There are actually things youcan do to address that, even as
you go in to talk to the staff.
Maybe it means that you haveanother person in the room,
someone that's appropriate tothe situation.
Maybe it means that you spaceyourself out a little bit
(08:28):
differently from this employee,recognizing that if you have
this need for safety that's notbeing met in that meeting,
you're only going to escalateagain.
You know that, whereas maybe ifwhat you're feeling is mad
because you have this unmet needfor, like, control and
protection, then you might wantto approach things differently.
Of course, maybe there's otherthings you are able to control
in this situation or in howyou're going to address this
(08:49):
person, or maybe a way that youcan protect in a way that
doesn't feel quite as angry.
Right, are there other feelingsthat could come along with
protection that we could lean on, because being aware of why
you're acting in a certain waygives you the opportunity to
instead decide how to respond toa situation, and this whole
process doesn't need to take aton of time.
(09:10):
Just make sure that you havethe space to do this and that
you can calm yourself downbefore going into this, because
if you are still emotionallyelevated and you're trying to go
through this process, it's justnot going to work.
So, once again, we're going totake that time, we're going to
be mindful, calm If we have theopportunity to take this time to
reflect, and then we're lookingto go into our meeting and as
we're approaching this sense ofmeeting this person, what do we
(09:33):
need to focus on?
And I think the biggest thingunfortunately, as hard as this
might sound is that we reallyneed to know more perspectives
of this story, because when webecome very emotionally
connected to something that'shappened, especially if we're
triggered by it, we're going tohave a very strong bias to
whoever told us that first storythat we felt.
There's all these emotionsaround, right?
(09:55):
So as you go into thisconversation, you are going to
need to try as much as possibleto approach it with a fresh mind
, this idea that maybe we don'tknow the whole story and in this
case we could be talking aboutsomething that's a very serious
problem, right?
If it was, for example, likethat sexual harassment piece,
maybe it's a really big issue,but this can happen even in
(10:15):
small situations.
When we hear from someone onour team, maybe about someone
else's behavior, we jump to allthese conclusions way before we
explore what happened and thenwe talk to people but just to
get a confirmation of theseideas or the bias that we
already have.
So, even for small situations,if you're hearing things, making
sure that you're trying toapproach it all with that open
(10:36):
mind, which will be easier whenyou're calm, when it's not as
big of an emotional thing,because of course, this is all
complicated by the idea thatpeople experience and interpret
things in completely differentways and we have no idea what
that internal experience is like.
You could have a situationthat's a bit more simple, like a
co worker gives a compliment onsomeone else's outfit and it
(10:57):
comes from a very wellintentioned space.
Maybe they thought they werebeing quite friendly, but that
person could take it as somesort of backhanded compliment,
insult, or as some sort ofsexual harassment or as being
just inappropriate based ontheir previous experience and
their previous interactions andinterpretation.
And there becomes this veryfine line between listening to
(11:17):
and understanding someone'sexperience and recognizing it
was true for them it had animpact, and balancing this
against someone else'sexperiences and intentions.
And to be clear, I'm not sayingthat if someone does something
that's inappropriate and says,oh, I didn't mean to, I had a
good intention, it means theyget out of jail free.
It's not just a that's it.
(11:39):
Just that these perspectivesand situations can be complex
and one of the most importantthings we need to do is really
seek that understanding.
Perspectives and situations canbe complex and one of the most
important things we need to dois really seek that
understanding.
If you can go into a meetinglike this to really prioritize
that you want to understandbetter, you want to understand a
perspective better and give thegrace of they had some sort of
(12:00):
reason to do this, hopefullygood intentioned and that will
feel very different to you thanif you approach this feeling
like this person's already anenemy that has done something
bad that I need to defendagainst.
And not to say that theiractions will end up being
appropriate or that theirintentions will justify anything
at all, just saying that that'sa very different way to think
(12:20):
about this as you go in and willprobably leave you feeling a
little bit better if you canapproach it from that idea.
The positive on the other sidefrom this, of course, is that
when someone feels that theirperspective is understood and
you're able to talk about it inmore of that way, instead of if
they get the sense that you aredefensive or already against
them, then you can also helpthem tie that whatever happened
(12:44):
to maybe a behavioral change.
Tie that to understanding whathappened, what they did and what
impact they had, so maybe theycan change that behavior and
move forward in a more positiveway.
This all being said, this isonly just touching at how
complex, how big this kind ofexperience can be.
There will be a lot on yourplate from a logistical side and
(13:04):
from your emotional experience,and I hope, if you are
potentially going into asituation like this, this has
given you a couple ideas ofthings to keep in mind just to
get yourself into that, into agood space, so you can really
listen and create somethingbetter from what's probably a
really bad situation, create thebest outcome possible.
(13:32):
So, jk, thank you so much forletting me use this story.
If you have any sort of thingcoming up like this for you and
you want to talk more about it,I would love to chat, so please
feel free to reach out If youhave a question or a thought
that you would like to sharewith the show, we would love to
have it.
You can find the contactinformation, the page for that,
in the description.
So please do share your storywith us and I want to thank you
so much for listening, forlearning, for considering these
(13:52):
things.
So hopefully, if you do end upin a complex situation like this
, you feel just that bit morecomfortable and a bit more able
to handle something like it.
And as we close, remember toask yourself what kind of
ripples am I going to createthis week?
Speaker 1 (14:08):
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 what to do when
you have to face someone who'sacted totally against your
values in an unethical way, andhow you compose yourself, how
you get through a conversationlike that.
And in this case, this isactually a situation that
(00:52):
already happened, and when Iheard about it from a leader I
was talking to, I asked if Icould use it on the show,
because it is such a greatexample of a challenge that
leaders might have to face,unfortunately.
So JK's story.
I'm a high-level manager in HRand I had an employee come to me
with a troubling story about aninteraction they had where
another staff acted badly.
(01:13):
The staff did something thatgoes against all the values I've
worked hard to install in thiscompany and something I find
personally abhorrent.
The employee became emotionalduring our talk and after
hearing everything, I becameemotional too.
Since the conversation, I'vehad a hard time trying to figure
out how can I address thisemployee who caused the issue.
As I planned for a meeting withhim, I was just not sure how I
(01:36):
was going to be professional andcalm.
So thank you for sharing yourstory, jk, and first of all, I'm
so sorry that both the employeethat ended up in that situation
and also you having to dealwith this have to be with this
situation.
Of course, that's not somethinganyone wants to experience in
the workplace, no matter what itwas.
If it brings up that emotion,that can be a really, really
(01:57):
hard space to be in.
So I hope you were able toprovide them with a lot of
resources and I hope, at thesame time, when you were going
through the situation and evenafter you made sure that you
were accessing support andresources for yourself as well,
because this is not an easysituation to be in, and there's,
of course, a lot of componentsto this situation and, to be
fair, I'm not going to talkabout a lot of them.
(02:18):
There's going to be potentiallylegal ramifications, policies
and procedures, employmentissues, corrective action a
whole list of things that couldcome out of this and a lot of
people will probably be involvedand they're going to ultimately
have to make a plan of whathappens or happened with this
employee, and I'm not going togo into all of that.
What I really want to focus intoday is this emotional
(02:41):
experience and how hard it canbe as a leader, when we have to
talk to someone, when we'rereally upset with what they did,
and of course, it's going tohappen on a variety of levels,
from smaller issues to largerissues.
So let's dive into it.
And one of the first challengeswith this and one of the
reasons this would not maybe bea good topic live for the show
is often these kinds ofsituations require a pretty
(03:03):
quick timeline.
In this kind of situation,things have already happened and
this might need to be addressedreally quickly.
You might need to just about berunning to get that employee
that caused the issue into theoffice to talk to right away, or
immediately going to managementand starting that ball rolling,
and you will definitely need to, if that's the case, if this is
a very fast moving thing beable to control your emotional
(03:26):
state and just dive into this.
So today we'll talk about someof that pre-work we can do or
what you could do if you getcaught in that situation,
because, of course, all of thisis easier said than done.
As soon as emotions come intothe mix, we are reacting from a
fully different part of ourbrain, right?
Instead of being in this niceprefrontal cortex where
(03:46):
everything's calm and logicaland organized.
We are now operating out ofthose more base brain functions
and they don't allow you to lookat perspectives the same way,
and so the first thing we wantto do, regardless of timeline,
regardless of what's happening,is make sure that we are able to
calm ourselves, to really getback into this more rational,
regulated state, because in ourrole, we will need to be able to
(04:09):
handle this in that way.
I think it's totally fine thatyou were vulnerable in that
situation with that employee,that they were so affected, that
you were so affected that youcried a little.
That's fine.
Now it's just making sure we'retaking that step back so we can
be ready to step in in adifferent way.
Maybe this is just some mindfulnext exercises, maybe you only
have a moment, but you can stilltake that time to take a couple
(04:32):
really deep breaths, slow downyour nervous system, return to
that place of calm, just be inthe moment for a while, and you
can do all sorts of these things.
There's so many on YouTube.
There's so many free resourcesonline If you don't even want to
think about this that you canplug in for two minutes.
Just take that time and letyour system calm itself so you
(04:53):
can get back into that betterbrain state.
Now, if you immediately have tojump into action, that might be
all that you have time for, andif that's the case, it's
probably going to have to comeup again and again during this
conversation that you have withthis employee, that you might
have to keep thinking toyourself oh, I'm starting to get
emotional.
I'm going to take those coupledeep breaths.
I'm starting to get emotional.
(05:14):
How do I keep myself a littlebit more calm?
A little bit more calm and,once again, a bit easier said
than done.
We all think we're better atthis, but of course, the more
emotional we get, the harder itis to return to thinking that I
need to be calmed down again.
Right, and so this is a greatskill that you can be practicing
throughout your life, multiplesituations, especially if you
can find smaller situations thatmaybe aren't so emotionally
(05:36):
triggering for you.
So you're having a stressfulday at work?
How often can you remember tocalm down and reset?
You're annoyed with your kids?
How can you keep practicingbringing back to that calm space
in that situation?
Because if you can do that inthose situations, it builds up
the building blocks, thestructure that you can use, so
then you can keep calm in thesebigger situations and this is
(05:59):
such a critical skill in yourleadership journey.
So I highly encourage everyoneto be practicing this a lot,
because it does take practice toget there.
So that's at a very minimum.
The biggest thing you need to dois make sure that you are
calming your system, stayingcalm in that meeting as you meet
this person, because we'rerecognizing there's some big
emotions going on here.
(06:20):
If you have a little bit moretime and space before this
meeting, maybe you know you needtheir manager's going to go do
something.
Someone's got to do somepaperwork, someone's got to set
something up.
Maybe you do have half an hourto yourself, and one of the best
things I believe you could dowith that time and space is
really understanding your ownexperience.
Take some time to reflect onwhat's happening for you so you
(06:40):
can go into this in a better way.
So first, as you think aboutthis kind of experience, this
kind of situation, what are theemotions that come up?
For you Sounds like there's alot of emotion, but can you
actually label what they arespecifically?
Grab a feelings list orfeelings wheel and really delve
into some of those specifics andthen, once you've identified
(07:00):
what the feelings are, take amoment to also figure out what
some of your unmet needs mightbe when you think of that kind
of situation, what's leading tothose feelings.
And again you can find needs,wheels or lists of social,
emotional, psychological needsthat we all have as humans.
So if we were to go say, for anextreme case, let's use an
extreme example let's say thatwhat was reported to you was a
(07:22):
case of sexual harassment.
So what comes up for you whenyou say that, okay, are you mad,
are you scared?
Do you feel helpless, dismayed?
What are some of those emotions?
And then what are some of thoseneeds that led to that?
Was it an unmet need of safetyor control or protection or
freedom?
When we can reflect on that andreally figure out the specifics
(07:46):
of those emotions and thoseneeds, it not only gives us
obviously a better chance tounderstand our own experience,
but it gives a different waythat we can address things and
we've talked about this beforeIf you've listened to some of
our episodes aroundcommunication.
This is based in nonviolentcommunication.
It gives you this different wayto approach things.
So, for example, if you, ifwe're looking at the above
(08:07):
example and you were saying that, wow, feeling helpless is
really the biggest thing and yourecognize that's from an unmet
safety need.
There are actually things youcan do to address that, even as
you go in to talk to the staff.
Maybe it means that you haveanother person in the room,
someone that's appropriate tothe situation.
Maybe it means that you spaceyourself out a little bit
(08:28):
differently from this employee,recognizing that if you have
this need for safety that's notbeing met in that meeting,
you're only going to escalateagain.
You know that, whereas maybe ifwhat you're feeling is mad
because you have this unmet needfor, like, control and
protection, then you might wantto approach things differently.
Of course, maybe there's otherthings you are able to control
in this situation or in howyou're going to address this
(08:49):
person, or maybe a way that youcan protect in a way that
doesn't feel quite as angry.
Right, are there other feelingsthat could come along with
protection that we could lean on, because being aware of why
you're acting in a certain waygives you the opportunity to
instead decide how to respond toa situation, and this whole
process doesn't need to take aton of time.
(09:10):
Just make sure that you havethe space to do this and that
you can calm yourself downbefore going into this, because
if you are still emotionallyelevated and you're trying to go
through this process, it's justnot going to work.
So, once again, we're going totake that time, we're going to
be mindful, calm If we have theopportunity to take this time to
reflect, and then we're lookingto go into our meeting and as
we're approaching this sense ofmeeting this person, what do we
(09:33):
need to focus on?
And I think the biggest thingunfortunately, as hard as this
might sound is that we reallyneed to know more perspectives
of this story, because when webecome very emotionally
connected to something that'shappened, especially if we're
triggered by it, we're going tohave a very strong bias to
whoever told us that first storythat we felt.
There's all these emotionsaround, right?
(09:55):
So as you go into thisconversation, you are going to
need to try as much as possibleto approach it with a fresh mind
, this idea that maybe we don'tknow the whole story and in this
case we could be talking aboutsomething that's a very serious
problem, right?
If it was, for example, likethat sexual harassment piece,
maybe it's a really big issue,but this can happen even in
(10:15):
small situations.
When we hear from someone onour team, maybe about someone
else's behavior, we jump to allthese conclusions way before we
explore what happened and thenwe talk to people but just to
get a confirmation of theseideas or the bias that we
already have.
So, even for small situations,if you're hearing things, making
sure that you're trying toapproach it all with that open
(10:36):
mind, which will be easier whenyou're calm, when it's not as
big of an emotional thing,because of course, this is all
complicated by the idea thatpeople experience and interpret
things in completely differentways and we have no idea what
that internal experience is like.
You could have a situationthat's a bit more simple, like a
co worker gives a compliment onsomeone else's outfit and it
(10:57):
comes from a very wellintentioned space.
Maybe they thought they werebeing quite friendly, but that
person could take it as somesort of backhanded compliment,
insult, or as some sort ofsexual harassment or as being
just inappropriate based ontheir previous experience and
their previous interactions andinterpretation.
And there becomes this veryfine line between listening to
(11:17):
and understanding someone'sexperience and recognizing it
was true for them it had animpact, and balancing this
against someone else'sexperiences and intentions.
And to be clear, I'm not sayingthat if someone does something
that's inappropriate and says,oh, I didn't mean to, I had a
good intention, it means theyget out of jail free.
It's not just a that's it.
(11:39):
Just that these perspectivesand situations can be complex
and one of the most importantthings we need to do is really
seek that understanding.
Perspectives and situations canbe complex and one of the most
important things we need to dois really seek that
understanding.
If you can go into a meetinglike this to really prioritize
that you want to understandbetter, you want to understand a
perspective better and give thegrace of they had some sort of
(12:00):
reason to do this, hopefullygood intentioned and that will
feel very different to you thanif you approach this feeling
like this person's already anenemy that has done something
bad that I need to defendagainst.
And not to say that theiractions will end up being
appropriate or that theirintentions will justify anything
at all, just saying that that'sa very different way to think
(12:20):
about this as you go in and willprobably leave you feeling a
little bit better if you canapproach it from that idea.
The positive on the other sidefrom this, of course, is that
when someone feels that theirperspective is understood and
you're able to talk about it inmore of that way, instead of if
they get the sense that you aredefensive or already against
them, then you can also helpthem tie that whatever happened
(12:44):
to maybe a behavioral change.
Tie that to understanding whathappened, what they did and what
impact they had, so maybe theycan change that behavior and
move forward in a more positiveway.
This all being said, this isonly just touching at how
complex, how big this kind ofexperience can be.
There will be a lot on yourplate from a logistical side and
(13:04):
from your emotional experience,and I hope, if you are
potentially going into asituation like this, this has
given you a couple ideas ofthings to keep in mind just to
get yourself into that, into agood space, so you can really
listen and create somethingbetter from what's probably a
really bad situation, create thebest outcome possible.
(13:32):
So, jk, thank you so much forletting me use this story.
If you have any sort of thingcoming up like this for you and
you want to talk more about it,I would love to chat, so please
feel free to reach out If youhave a question or a thought
that you would like to sharewith the show, we would love to
have it.
You can find the contactinformation, the page for that,
in the description.
So please do share your storywith us and I want to thank you
so much for listening, forlearning, for considering these
(13:52):
things.
So hopefully, if you do end upin a complex situation like this
, you feel just that bit morecomfortable and a bit more able
to handle something like it.
And as we close, remember toask yourself what kind of
ripples am I going to createthis week?
Speaker 1 (14:08):
We hope you enjoyed the episode.
Make sure to subscribe, commentand connect with Leah at
meetleahca.
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