Minda Hartz

And so again, we want to approach the conversation with solutions. And I feel like the seven trust languages are offering up solutions because those power dynamics are a little off. You can't go to your manager and be like, Hey, bud. Hey, you know, hey, bro, you're not doing this. And I don't like when you do this.

And so again, we want to approach the conversation with solutions. And I feel like the seven trust languages are offering up solutions because those power dynamics are a little off. You can't go to your manager and be like, Hey, bud. Hey, you know, hey, bro, you're not doing this. And I don't like when you do this.

And so again, we want to approach the conversation with solutions. And I feel like the seven trust languages are offering up solutions because those power dynamics are a little off. You can't go to your manager and be like, Hey, bud. Hey, you know, hey, bro, you're not doing this. And I don't like when you do this.

But if we reframe this kind of negativity where I don't feel distrust, because if we say I don't trust you, then you're not going to get the response that you want. But if you say, I actually need a little bit more feedback, right? You know, is it possible that in this next situation that, you know, we can work on a here's what I've experienced in the last department I was in.

But if we reframe this kind of negativity where I don't feel distrust, because if we say I don't trust you, then you're not going to get the response that you want. But if you say, I actually need a little bit more feedback, right? You know, is it possible that in this next situation that, you know, we can work on a here's what I've experienced in the last department I was in.

But if we reframe this kind of negativity where I don't feel distrust, because if we say I don't trust you, then you're not going to get the response that you want. But if you say, I actually need a little bit more feedback, right? You know, is it possible that in this next situation that, you know, we can work on a here's what I've experienced in the last department I was in.

And I just want to give you a little context because that might, you know, can we partner in this way together? And that just feels a little bit better, right? You open up more dialogue.

And I just want to give you a little context because that might, you know, can we partner in this way together? And that just feels a little bit better, right? You open up more dialogue.

And I just want to give you a little context because that might, you know, can we partner in this way together? And that just feels a little bit better, right? You open up more dialogue.

Yeah, I agree. You hit it on the head, Morgan. I mean, I think the problem is, again, we have these expectations for people and they don't always know because their language may not be acknowledgement. They could go all year and just leave me alone. Right. And there's somebody which is fine.

Yeah, I agree. You hit it on the head, Morgan. I mean, I think the problem is, again, we have these expectations for people and they don't always know because their language may not be acknowledgement. They could go all year and just leave me alone. Right. And there's somebody which is fine.

Yeah, I agree. You hit it on the head, Morgan. I mean, I think the problem is, again, we have these expectations for people and they don't always know because their language may not be acknowledgement. They could go all year and just leave me alone. Right. And there's somebody which is fine.

But I think if you're a manager and you're listening or you aspire to be in a management position, these are now something that you can get this book for your team and say, let's talk about. I may not. And I'm going to be transparent. I may not speak all seven. Out of these one, what do you need from me to do your best work, right? Oh, you need me to be more sensitive. Okay, I can manage that.

But I think if you're a manager and you're listening or you aspire to be in a management position, these are now something that you can get this book for your team and say, let's talk about. I may not. And I'm going to be transparent. I may not speak all seven. Out of these one, what do you need from me to do your best work, right? Oh, you need me to be more sensitive. Okay, I can manage that.

But I think if you're a manager and you're listening or you aspire to be in a management position, these are now something that you can get this book for your team and say, let's talk about. I may not. And I'm going to be transparent. I may not speak all seven. Out of these one, what do you need from me to do your best work, right? Oh, you need me to be more sensitive. Okay, I can manage that.

That's manageable, right? Or I work on a team with somebody and I'm not giving as much feedback about a shared project that we both hold stake in. They're asking me for that and saying, hey, I think you're trying to stab me in the back. It's not what you said. It's how you said it. Right.

That's manageable, right? Or I work on a team with somebody and I'm not giving as much feedback about a shared project that we both hold stake in. They're asking me for that and saying, hey, I think you're trying to stab me in the back. It's not what you said. It's how you said it. Right.

That's manageable, right? Or I work on a team with somebody and I'm not giving as much feedback about a shared project that we both hold stake in. They're asking me for that and saying, hey, I think you're trying to stab me in the back. It's not what you said. It's how you said it. Right.

And in my hope, it's like you said, with the love languages, that the trust languages will be this new way of speaking to each other so that we can at least have better careers and leave better legacies at the end of the day.

And in my hope, it's like you said, with the love languages, that the trust languages will be this new way of speaking to each other so that we can at least have better careers and leave better legacies at the end of the day.