Natalyn Lewis

We put dynamically different people in a room and

And they've been through college education most of the time or high school education or the school of experienced education.

And how many times did somebody sit them down and say, this is how you hold a conversation.

This is the tool that you're gonna use when you walk in the door and you start asking someone questions.

These are the words and the framework you need to use to have a conversation that ends in a positive result.

When did anybody sit down and actually teach them the technique?

When I walk in the door of these corporations, there's not a single person in there that understands technique.

They understand concept, some understand principle, and some have natural capacity.

The vast majority have never learned how to have organizational communication that works well.

So I teach them two tools that we use in collaboration, and by the time we're done,

It's a remarkable change in the organization's capacity to communicate.

And it's just because we teach them actual technique, actual skills that they've never learned before.

Why are we expecting everybody to be good at this when no one has ever learned it?

Yeah, the first thing that we do is engage in identity work.

So identity is an interesting thing because we gain identity both intentionally and unintentionally.

And with leadership in our world, unintentional identity is ruling the roost 90% of the time.

And that's because where did that come from?

Where did even the idea that leaders are supposed to have an answer come from?

Did you decide that intentionally when you took a leadership role?

Did somebody tell you that?