Todd Davis

We're filtering everything through my past experiences or the way that I see that. And we think it's helpful, and it is helpful at a certain time, but not when we need to understand each other. Dr. Covey said, the deepest need of the human heart is to feel understood. And I have seen that prove itself out over and over again.

We're filtering everything through my past experiences or the way that I see that. And we think it's helpful, and it is helpful at a certain time, but not when we need to understand each other. Dr. Covey said, the deepest need of the human heart is to feel understood. And I have seen that prove itself out over and over again.

And you think about it, whether it's two friends or whether it's two colleagues or two leaders or a leader and employee, when they truly take the time to understand each other, not agree or disagree, but really understand each other, they can solve problems that much quicker. You asked for a specific example that I'm remembering now.

And you think about it, whether it's two friends or whether it's two colleagues or two leaders or a leader and employee, when they truly take the time to understand each other, not agree or disagree, but really understand each other, they can solve problems that much quicker. You asked for a specific example that I'm remembering now.

A person who came to me, they didn't feel like their boss recognized their talent. And I said, tell me a little bit more about that. Why is it that you don't think that your boss, it was a man? And why do you not think that he recognizes your talent? I just never hear anything. I don't hear anything negative, but I never hear anything positive. I never hear anything, you know, about that.

A person who came to me, they didn't feel like their boss recognized their talent. And I said, tell me a little bit more about that. Why is it that you don't think that your boss, it was a man? And why do you not think that he recognizes your talent? I just never hear anything. I don't hear anything negative, but I never hear anything positive. I never hear anything, you know, about that.

And I said, have you talked to him about that? And they said, no. No, I haven't talked to him. I would think that they should realize that on their own. I said, I don't disagree with you. Let's think about what do you think would be important to him? And I did a little T chart. And I said, okay, so here's what's important to you from what I'm understanding.

And I said, have you talked to him about that? And they said, no. No, I haven't talked to him. I would think that they should realize that on their own. I said, I don't disagree with you. Let's think about what do you think would be important to him? And I did a little T chart. And I said, okay, so here's what's important to you from what I'm understanding.

You'd like to be recognized a little bit more. You'd like to be given some more challenging work. We went through the list of the things and they said, yeah, that's it. What do you think would be important to him? And this person said, I don't know, I'm not him. And I said, I understand that, but put yourself in his place. What do you think would be important to him?

You'd like to be recognized a little bit more. You'd like to be given some more challenging work. We went through the list of the things and they said, yeah, that's it. What do you think would be important to him? And this person said, I don't know, I'm not him. And I said, I understand that, but put yourself in his place. What do you think would be important to him?

And this was a really seasoned, talented person, but they just, it didn't come natural to them like it might to you and me to think about empathy through the lens of the other person. So they said they probably want to make sure that they're recognized. And I said, okay, let's put that down. They probably want to make sure that the project we're working on is done on time.

And this was a really seasoned, talented person, but they just, it didn't come natural to them like it might to you and me to think about empathy through the lens of the other person. So they said they probably want to make sure that they're recognized. And I said, okay, let's put that down. They probably want to make sure that the project we're working on is done on time.

Okay, let's put that down. They probably care that they're seen as a good leader. So we came up with this list. And I coached this person and I said, what do you think about, what if you took this list to your manager, your leader? And you said, hey, and I'll call him Joe. Hey, Joe, I had some things I want to talk to you about.

Okay, let's put that down. They probably care that they're seen as a good leader. So we came up with this list. And I coached this person and I said, what do you think about, what if you took this list to your manager, your leader? And you said, hey, and I'll call him Joe. Hey, Joe, I had some things I want to talk to you about.

But I also, in my thinking, I wanted to make sure I'm thinking about what's important to you. And here's a list I've created. Can you tell me, am I off? Am I on? Are there things I'm missing? And that discussion opened up this wonderful relationship between this leader and this employee. And in that discussion, the employee then said, I work really hard.

But I also, in my thinking, I wanted to make sure I'm thinking about what's important to you. And here's a list I've created. Can you tell me, am I off? Am I on? Are there things I'm missing? And that discussion opened up this wonderful relationship between this leader and this employee. And in that discussion, the employee then said, I work really hard.

And the leader said, oh, I know you do a great job. And they said, I never know that. You've never told me that. And so this person helped the leader develop. Anyway, long story short, this all stems from Habit 5 and really taking time to understand each other.

And the leader said, oh, I know you do a great job. And they said, I never know that. You've never told me that. And so this person helped the leader develop. Anyway, long story short, this all stems from Habit 5 and really taking time to understand each other.

I couldn't agree with you more. In fact, we just, I was just trying to find it here. We just used, ran and used a study. It was done here in the US of 290 organizations that use AI at least once a week. So they're high users of AI and their leaders were given a survey of what skills are most important for their success of the organization.

I couldn't agree with you more. In fact, we just, I was just trying to find it here. We just used, ran and used a study. It was done here in the US of 290 organizations that use AI at least once a week. So they're high users of AI and their leaders were given a survey of what skills are most important for their success of the organization.