Remarkable Minds
Remarkable Minds is a show for people who want to level up their professional growth. Hosted by leaders at Daniel Stark Law, each episode dives into the habits, mindsets, and insights that have led us to remarkable results. Whether you're a business owner, leader, or just someone who refuses to settle for "just okay," Remarkable Minds will challenge you to think bigger, perform better, and stand out in the professional world.
Remarkable Minds
Dealing with Workplace Drama
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Most workplace drama stems from simple misunderstanding.
Our Culture Captains serve as trusted guides who help team members navigate these challenges, recognize warning signs of drama, and facilitate difficult conversations when necessary.
We talked to two of our Culture Captains, Mallorie Adkins and Elvia Zaragoza, about how we maintain a drama-free culture at Daniel Stark. Ready to transform how your team handles conflict? Listen now, and discover why stopping drama might be your most powerful leadership tool.
This podcast is brought to you by Daniel Stark Injury Lawyers, a personal injury law firm that protects our clients from getting SCREWED by big insurance.
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You've already built that safety and that trust with them and so they know, and you know, that when you do have those conversations you're going to talk it out, You're going to work it out and they're going to know that you're coming with the best of intentions and not out of you ready get ready, drop the confetti.
Speaker 3:Welcome to Remarkable Minds hosted by Daniel Stark Leaders. Here we unbox insights for professional growth. My name is Claudia Yanez. I do marketing and sales here at Daniel Stark, and today I am joined by Mallory Atkins and Elvia Saragosa, both who are paralegals here at the firm, and both are also culture captains. How are you doing, ladies?
Speaker 2:Doing great. Yeah, doing good. I'm super excited.
Speaker 3:Yay, thank you for joining us today. We have a really good topic really right up y'all's alley and it is stop it with the drama. I love this so much. It's so much about our culture right. We have here at Daniel Stark we have a social contract that really tells us it's really a pillar to our environment here and how we preserve our culture. And our social contract tells us who we agree to be as leaders and how to handle conflict when it arises.
Speaker 3:But before I get into that, I really want to back up just a moment and talk about y'all are culture captains and to many people that they may not even know what that is and to give a little context, I know that one of the big, I would say, probably struggles we had as we were growing and expanding into our new markets and remote satellite offices is like how are we going to preserve the culture right that we have here into these other offices? And therefore culture captains were born from that. So just tell me a little bit, lv. I'll start with you. What, when you were offered the position or that position you know was talked to, you were talked to about that position like what did it entail? What does that mean?
Speaker 2:Yeah, so initially I was explained that it was going to be a lot of planning for the office and so planning events and with that it would be including the other employees or the staff to make sure that they felt included and appreciated. And so a lot of it was planning things like events. For I'll start with like with the beginning of the year. It was like something for Valentine's Day and then Cinco de Mayo, things like that that we could include just a little something to make everybody feel appreciated and feel celebrated. But part of that was also making sure that the team was following our social contract and it was a lot of making sure that I was teaching other people about our social contract culture and also enforcing some of those things, so making sure that everybody was following what that meant for us and enforcing it. So if there was ever any incidents or things where I felt like I needed to bring it up to the leaders, that was part of what I needed to do.
Speaker 3:So yeah, so, mallory, how about you?
Speaker 1:I love that you said inclusive, because that is definitely what it is majorly a part of. Is, you know, just making sure that everyone does feel as a whole and not just, you know, individuals. We are individuals, of course, and we have our individualities in the office and our different personalities, but, you know, being a culture captain, we bring all of that together. What we do have with our culture is, you know, very great. It's a wonderful thing, and we want to protect that. And so part of that is just keeping that energy up. You know, like you said, the social contract. So if there is any issues that arise, we just resolve it quickly. We go ahead and just bring it to the surface, go to that person and like, talk to them and you make it. You make it a good thing because it's not something scary, it's not something big or hairy or anything like that, like it's a. It's a good thing because it just keeps your energy levels up, and that's what we really want to protect. Is that great energy to be around?
Speaker 3:Absolutely, and that's one of our commitments is to create an environment that's high energy, and I love that you said like connection, like a big one is connection, appreciation, give people an opportunity to connect to each other. So y'all are kind of like holding all that together, yeah, and I'm sure there's other people in the office that are natural leaders and also really great at that and making sure that we're preserving that culture. And you mentioned something as well, like when, when the conflict does arise, you want to address it quickly. Why is that so important?
Speaker 1:Well, if you don't address it quickly, it's just going to fester, like you're going to maybe have let it go, um. But if you just go ahead and address it and you're just like, hey, these were my initial feelings, um, this is how it made me feel, even if it might not have been that person's intentions like that's why you want to talk to them is because you want to let them know like, hey, I don't think that you intended to do this, but this is how it made me feel and we need to work on it.
Speaker 3:Because I don't think that you intended to do this, but this is how it made me feel and we need to work on it because I don't want to feel like this yeah, absolutely, it's so important and I love that you said even thinking if it's something that we should have, let go, because that's probably like number one on our social contract and I'm going to pull out these little handy dandy.
Speaker 1:They look like little small business cards, I know they fit in your wallet.
Speaker 3:And yes, I know we're one of those companies. We have these um, we have them on our desk or in our purses or we hand them out to everybody. Every team member gets one of this and it's our social contract. Um, on each side it says we agree to be, and on the other side is when conflict arises, and literally number one is don't sweat the small stuff, it's so big.
Speaker 3:Second one is take some cool down time, and that's probably my favorite one, because people just think that taking cool down time is just about time. And it's not just about the time, it's about what you do with that time. It's about taking the time to like really, look, okay, is this something that is this me? Is this actually the other person? Like, how much of my background in my past am I bringing into this? Do I need to go seek, maybe my team lead out, maybe use them as a sounding board and like just kind of, if it's still bothering me after a couple of days, um, so resolve it quickly. Even though we also have resolved it quickly, it shouldn't be like an immediate, because you should never go to that person when you're raw and hot on emotions, absolutely right, yeah always a disaster, and I think we've all experienced when people have done that.
Speaker 3:I don't think it ever turns out well for those people. So those two most important steps. A lot of conflict really dies right there because they don't sweat the small stuff. Or if they do, they take some cool down time and they realize like, ok, this is probably wasn't a big deal. Again, this is probably me, but if it is, then it's like you said go to that person first. Now, before we do that, I wanted to ask, like, what are some of those flags that you'll normally see in, like in the office, or that you kids both of y'all are? You're probably in a bigger office, you're in a smaller office and so that may look different as far as, like, what are those flags? What are those yellow flags? That tells you, okay, something's wrong here.
Speaker 1:I think for me, what I've noticed in past experiences is probably avoidance, where somebody's more quiet than they typically are, and that maybe they are just more reserved and they just don't?
Speaker 1:they're not their normal energy level is the best way I can describe it Um, and typically, when that, when I can notice that, I will ask them like hey, what's going on? Something seems off, um, and sometimes they they want to talk about it, and other times they're just not ready, and that's okay too. Um, but I just let them know like I could tell something's about it, and other times they're just not ready, and that's okay too. But I just let them know like I could tell something's bothering you, and so whenever you're ready to talk, like we can talk or somebody else can talk, you could talk to somebody else.
Speaker 3:Yeah, it doesn't have to be me Like just talk to someone Absolutely. What about for you?
Speaker 2:Yeah, I think same Same thing as Mallory Is that somebody who would typically be more bubbly or outgoing or conversate with other team members is more quieter reserved. Or maybe just a little bit more passive, aggressive, with comments, like you're not necessarily saying what you want to say, but you're hiding it behind maybe some comments, and then I'm like, ok, what's wrong? Like tell me what you really want to say.
Speaker 1:What is really bothering you?
Speaker 3:But yeah, for sure.
Speaker 2:More quiet reserved.
Speaker 3:OK yeah, how do we hold those people accountable to actually resolving it?
Speaker 1:So for me in past experiences I've asked them hey, what's going on, what's bothering you? You know I could tell your energy levels down and it comes from a sincere place, because I truly enjoy working with everyone that's in my office. And so when I can tell something that's off, it hurts my heart, you know, and I just want everybody to you know feel lighter. Life is hard enough as it is, like we don't need to keep feeling down. And so I go to them with a genuine heart and curiosity of like, hey, what's going on? And so whenever they do talk to me, if it is a problem that is work related, I do tell them hey, like you need to talk to this person If somebody said something to you and it hurt your feelings, even if that's probably not what they meant.
Speaker 1:And a lot of the times I know these people well enough. You know, with newcomers I'm still learning some of them, but with the people who have been there longer I've had those, I've learned their personalities. I can say I can tell you that that's likely not the case and I can kind of help troubleshoot the conversation with them. But I do always tell them, like, go and talk to them If anything, just to tell them how you felt, because a lot of the times that's not what they wanted to happen, and I will. I'll check in with them.
Speaker 1:Hey, did you talk to that person? And again, it's just about making sure that it does get resolved, because I don't want them to feel hurt even longer, or I don't want them to feel angry even longer, and I, just if they haven't talked to them, I'm like, ok, go to this person. Um, and I, just if they haven't talked to them, I'm like, okay, go to this person. If not, like I can be a mediator and I can help you guys work it out together, or we can help figure out somebody else who can do that for you.
Speaker 3:So, elvia, tell me a little bit about when people want to like avoid that conflict. What does that normally stem from? What have you seen?
Speaker 2:Yeah, Avoiding conflict. I think a lot of the times it has to do with it depends on who the conflict is with.
Speaker 3:So as a paralegal.
Speaker 2:you have a lot of relationships that start with paralegal and attorney and I think sometimes it can stem from a place of not really being sure if you can go to that person and let them know how you're feeling.
Speaker 2:Maybe, they're in a little bit of a higher position that you are.
Speaker 2:You just have that feeling of like, okay, they're an attorney, I'm a paralegal, this upset me, but I don't feel like I'm in place to tell them that that upset me. Um, and part of my job as a culture captain is to let them know and empower them and say, hey, absolutely, like, go to whoever it could be. It could be an attorney, it could be somebody in our higher up department, it could be whoever it could be, jonathan, it could be Danny. If something that they did bother you, 100% go to them. They would want that, they would encourage that. So, yeah, I think a lot of the times I do notice that when somebody is avoiding the conversation, it could be from a place of not really being sure if they could talk to that person about how they're feeling, um, and so, yeah, I typically encourage them to to go up to the person and just start a conversation and say, hey, this made me feel some sort of way the power dynamics are definitely one of those reasons why people love to or, if they feel safer, to avoiding conflict.
Speaker 3:The other one that I've seen is just they've never seen healthy conflict like resolve. It's like that resolution. And that can deal a lot with the way we were raised, how conflict was handled in the home throughout our adolescent years. All of that taints the way we view it and I know that was especially for me when I first joined the team a long time ago and I had my first conflict to resolve literally the first week I was here and I was like, oh my goodness, like what do I do? And it was.
Speaker 3:I remember it was with another peer and it was just where I'm a very witty person and I said I'm sure I said something witty back I can't remember now exactly what it was and it was taken to another level and I was like, oh goodness, didn't mean for it to go there.
Speaker 3:And then there was just awkwardness and I remember it was awkward for several days and I know like for you and we didn't have culture captains back then where we were small, but I know that for you like that's important because we don't want people coming to work feeling like they got to walk around eggshells and just feel so uncomfortable coming to work. We want work to really be a place that you can enjoy. You're there for eight hours or so, and so that environment is extremely important. And I remember I talked to my team lead about it and she held me accountable to the social contract and I remember being really agitated of having to go talk to her. Like why do I got to be the one to go talk to her. I feel like she was the one who took it to the to the next level.
Speaker 3:I've heard that and yes, Like, why am I the one? Yeah, and I go back and I think about the social contract now and who I was back then and oh man, I had so much growing up to do. But going into that conversation, I definitely did not appreciate the steps in the social contract because part of it was like go to that person first, no gossip, have a desire to reconcile, listen and understand the other person's view, be willing to admit fault, like those are like the next you know few steps, and I think I like lost over that portion before I went to go talk to her, and so it was still not a really good conversation. We needed to have like a follow-up conversation and one where I took more cool down time and and to like really think about, like okay, what do I actually? What do I really want? Like I really want to come to work and enjoy working, and this person sat relatively close to me and I and it just felt always awkward.
Speaker 3:I didn't want that and so that's what reconcile for me look like being able to come to work and just enjoy work and like, hey, how's it going? And be able to talk again and just without that awkwardness. And we did end up having to have someone come in and just help facilitate that conversation. And I know people get really nervous about getting mediators involved and we have that literally like the next few Like look for a compromise, be thick skin, resolve it quickly, get a mediator if necessary, and then get over it and move on. And our mediators are really there, like you said, just to help facilitate the questions and help facilitate Like, because a lot of times we don't know what we want.
Speaker 1:A lot of times we don't know what resolving it could look like and making sure that we're really understanding the other person's point of view. So, exactly Like for me, the biggest part when any conversation is to help them understand what the other person is saying because, again, we all come from different backgrounds. We all come from different scenarios and different tools in our toolbox of what helps us shape those conversations and a lot of the times, even though they might both be coming with a you know, a desire to reconcile, they still are misunderstanding each other just because they're not in a place where they can understand that person's point of view, because they've never been in that situation. And so a lot of the times, it is more so like helping them understand what the other person is saying and where they're coming from, versus just you know this is what was said and this is what was said and you guys hurt each other's feelings.
Speaker 1:It's like understanding the why behind it.
Speaker 2:Oh, yeah, yeah, Helping facilitate those difficult conversations and be there to help them listen to each other for sure.
Speaker 3:We see that most conflict, I would say, comes from. It feels like people get their feelings hurt. Yes and they immediately made up a story in their head about the other person and decided to go with that, created a narrative and most conflict comes from misunderstandings and just lack of just talking it out. I'm like come on, yeah, yeah. And what are some of the tools that we do for our, you know, for our team to help them with that? Like, one of my favorite all time books is do y'all know? Crucial.
Speaker 2:Conversation. I wanted to say that one yes.
Speaker 3:That one for me. You know, the first time I read it, you know, read it for consumption. Second time I was like, okay, read it for application. And it really has changed the way I communicate with people and how I handle conflict, and it's made conflict much more practical for me and less emotional for me. And if y'all recall from that, one of the things is like start with the heart, and that's a really big one. And then the things that's like start with the heart, um, and that's a really big one. And then the other one is like what's the, what's the agenda, what's the objective of this conversation, before going in there, because so many times when you let your emotions go, you don't even know how you got to this other point. And you realize, though, through that journey, like you've been telling yourself a story, yeah, and it's good to just call it out, say, it, it out loud.
Speaker 2:Be clear from the beginning. Be clear from the beginning. This is why we're here. I wanted to talk to you about how I'm feeling before going in, and you made me feel this way, and this is how I'm feeling, and the other person may not even have known that they made you feel that way Exactly, so yeah.
Speaker 3:Absolutely Tell me how y'all handle like the multitude of like personalities in the office.
Speaker 1:Yeah, really, it's just you have to get to know them, because how can you understand someone, how can you go to them with a pure intention if you don't know how they are as a person?
Speaker 1:Again, that is partially learning, kind of, who they are as a person and their personality and where they're from. And that doesn't mean you have to jump into their full personal life and know every intimate detail about all the struggles of everything that they went through. But it's just kind of, if you start to get to know them as a person, you kind of start learning those aspects of where they struggle or what they feel really strong in. Even if they don't say, oh, I feel really confident in this, you can see it, you can see how they handle that conversation or things that they do where they're really strong, suited for. And so when I learn somebody's personality, I try to remember those things and try to be very intentional when I have conversations with them. But as well as like I've had it where I've people knew people in the office, other people in the office were like, oh my gosh, they do not like me at all.
Speaker 1:That's not how that is at all, I promise you. This person is just more reserved and they like to just stay focused and they take, you know, their deadlines very seriously, and so if they stop even for five minutes, it's because they're being very intentional with their time and they want to talk to you, and so I would rather than want to come to you when it's a time that's good for them than feel like they need to not intentionally push you off. But that's how it's going to make people feel yeah, and so I like to learn people's personalities so that I can help with direction on learning for other people, to learn other people's personalities.
Speaker 3:And that's really key, like getting to know them, getting to understand them. And you, that's really key, like getting to know them, getting to understand them what? Which is why a big part of y'all's responsibilities in top five roles as culture captain is to create those opportunities for people to come together, make connections, get to know one another. Do y'all normally see a lot of engagement in those?
Speaker 2:yes, sometimes I do feel like I have to give that little push of like hey, just following up on my invite, I really hope to see you there. Because you do have those people that have those boundaries of like I'm going to come to work, I'm going to get up work, and then I have my time for me, and so getting them to come to those events after work can be a little difficult sometimes. So I definitely make them feel welcome, or I try to make them feel a little bit more engaged, like hey, do you want to help me set up? Um, and so that kind of gives them that little push of um coming um.
Speaker 3:But after they come, it's, it's really nice to get to know them outside of work and get to know them um more of as a person than as like an employee or as like a co-worker um so, yeah, I and I've seen absolutely firsthand some of our more reserved, quieter, quieter, like maybe the have, like you said, maybe it's the boundaries, maybe they're just like don't like to be around crowds because it drains them, yeah, but I've seen them come and enjoy themselves and I've even seen them volunteer at you know other events and it's been really great seeing that and seeing that little shift that they've, that they've have included us in their team, like in their bubble, in their bubble, yeah, and that's really nice, because it's hard to do that cross departmental.
Speaker 3:Departmentally it's easier, like within your own department, to create those relationships and connections, but to do it like for the entire office it's a little bit harder. So that's not an easy, easy job that you two ladies do. So at what point do y'all work collectively with, like, other leaderships, like maybe from the main office, to let them know what's going on or when there's problems or you need some?
Speaker 1:help.
Speaker 1:So for me in a satellite office, it's you know. Of course it's fun to be able to do all the highlights of all the fun things and all the happy things, but also a time that we have to go to leadership is with the things that are not so hard, so easy or so fun. And sometimes that is conflict. And sometimes it could just be the fact that energy seems down and so it's just kind of you're trying to figure out why and you don't really know how to get it to liven back up. And sometimes it's not any any one person's fault, sometimes it's just everybody's got their heads down. They're just working and they're drilling out, um, but you don't want it to seem mundane. You want them to feel comfortable to take that break from the computer, um, but we will reach out to to leadership.
Speaker 1:If I have like a really hard conversation with one of my coworkers and sometimes it's just a matter of hey, they're going through a lot I think you might need to check in on them because it's your team member. Other times it might be, hey, like I had this difficult conversation. It wasn't easy, this is the conflict that arose. Conversation, it wasn't easy, this is the conflict that arose, and I did tell them to talk to their leadership, or X, y, z and um. I want you to follow up with them too to see if it was resolved on their end, like if they felt resolved, because maybe if I addressed it, maybe they don't feel comfortable talking to me about it, and that's OK, they don't have to. But I do want them to be able to feel comfortable, especially going to their own personal leadership, to be able to follow up with that or take any other necessary steps, even if it means for growth for them.
Speaker 3:What have we seen on like some of the harder consequences to swallow, where we've maybe have tried to get involved and despite our maybe our best efforts, it just got super convoluted. I know I've seen this before. It's only happened maybe a handful of times throughout not even five that I can think of, but in the past 11 years that I've been here, I've only seen drama which, by the way, I know we haven't defined it.
Speaker 3:We're going to define it here in a second Like just really just fester out and kind of move and seep its way around. Really just fester out and kind of move and seep its way around. Yes, Especially when we don't have people holding it, holding them accountable and what it can do. Have y'all been here during a time where y'all have seen it at its worst? What did that?
Speaker 2:look like it's really hard. It's really hard because a lot of the times you're not really aware that it's happening. A lot of the times you're not really aware that it's happening and when you finally realize that it is, it has just become like this big ball of drama and it's really hard to fix. And you do try your best to fix it. You do have those hard conversations. You have your social contract conversations, you have your mediators, but sometimes it's just it's gotten to a point where it's not something that you can fix. And sometimes it gets to a point where it's not something that you can fix. And sometimes it gets to the point where even the person doesn't necessarily want to fix it anymore, like it's gotten. It's gotten to a point where they just want to let it go and so we have to let go of that person. And it's really difficult.
Speaker 2:But there has been some really good conversations out of that. Some conversations can look like hey, you know it's no longer going to be. This is no longer a place where you can work. We're going to have to, you know, disconnect from you, but we do wish you the best and a lot of the times that person is okay with that they want that. They want to let go of kind of what's been going on here for a while. But it is really difficult. It is difficult to let go of kind of what's been going on here for a while, but it is really difficult. It is difficult to let go of that person. But we do want to protect our culture, we want to protect our other employees that are here and that have followed our social contract and our purpose, and so it is really hard to let go of that person. But I think sometimes it's necessary to protect each other and other people.
Speaker 3:You have to, for the good of your team and the good of the firm. Say goodbye to those people and we say it when we mean it from the very first time when they're shadowing with us for their interview is we hire, fire and promote based off our core values in our social contract and that's what that looks like at times social contract and that's what that looks like at times and other team members will appreciate and respect leaders a lot more for being able to do that, even if that means letting go someone who's been here tenure or know that deep down they've been causing drama and, like you said, that drama can be in form of constantly complaining. They're constantly gossiping, they're constantly undermining maybe you know things decisions that were made as a whole and they just constantly brought down the energy and nobody. You don't really know, but you can see that people don't really like working with them and those are things to really keep an eye out for. So it feels like y'all are.
Speaker 3:One of the qualities that I've definitely seen in our culture, captains, is to have really good emotional intelligence. Y'all are very self-aware, y'all are socially aware of the office and what's going on and y'all are absolutely approachable in regards to team members being able to come and talk to y'all, and y'all are very curious. So when people do come and talk, it's not like responding with judgment. You're just like you know. Tell me more about this, let's talk about it. So that makes it. That makes it great. Have you ever seen it to a point where team members get a little bit too comfortable coming to y'all and maybe using y'all as a crutch rather than actually resolving conflict?
Speaker 2:Yes, definitely, I think, especially when you become really close with a specific team member, almost a friendship, which there's nothing wrong with that but I think it can become more of like hey, like this is what I heard, and you kind of have to like reel it back and say, okay, well, have you talked to that person? Have you talked to that person? Like, have you talked to that person about the problem and address it in more of the proper way that you should? Instead of being that friend of like tell me, tell me more, you know what did you hear? And involving yourself, I think you have to critical boundary.
Speaker 1:Yeah, absolutely, because there's some times where you do make friendships, where they become friendships outside of work, and you talk about your personal life, which of course sometimes includes that drama of personal life, drama outside of work.
Speaker 1:And you talk about your personal life, which of course sometimes includes that drama of personal life, drama outside of work, right, and so you do get comfortable. And I have had times where a friend has come to me with culture issues and it did break trust a little bit because I did have to address it professionally and not as a friend and that was really hard, um, but it all came from a genuine place and a place of love for that friend and wanting to make sure that what we had professionally stayed good. And if you are true, it's a true friendship. True friendship If it is, you know, true professionalism, you can handle that with. I guess the best term is candor, warm candor, and have those hard conversations. You've already built that safety and that trust with them and so you know, they know and you know that when you do have those conversations you're going to talk it out, you're going to work it out and they're going to know that you're coming with the best of intentions and not out of you know, malice yeah definitely.
Speaker 3:What are those benefits that we see when we have great culture? And I'm going to say great culture, I'm going to define great culture for us like a culture of excellence, of course, culture of accountability and that culture of just of holding our mission right, which is to keep clients from getting screwed by big insurance. Everyone is aligned, everyone is bought in, we have high performers on the team, high energy on the team, everyone is just kind of grooving together. That's what great culture looks like for us. What are some of those benefits that you all seen in the office when we have that, a lot of that? Yeah, what you just said is those benefits.
Speaker 1:But you know again, if you don't have that good energy in the office, one people don't want to come into the office. You don't want that.
Speaker 3:Or be part of the team.
Speaker 1:Yeah, Right, and so they struggle with not only wanting to even be a part of the office and hanging out with those. You know events that we do try to plan Sometimes they're just a potluck and you know there are other and whenever you do have that good culture, that good energy, they want to come in the office, they want to be inclusive, they want to get other people involved and they do try to help out. And their work product, I'm sure, looks way better when they are in better spirits of their environment, the people they're working around, the people they're working with, and so I think that's the biggest part is just that it does help. Just like bad energy can just kind of grow into everybody else, that positive energy can do the same thing.
Speaker 3:It can overflow for sure.
Speaker 3:And I love that y'all say that. And I wanted to focus more on what we really do to equip our team members, like, with the tools and the accountability to keep our culture. Because culture is more than just like you said. It's more than just like the events that we do, like those events or those things that we do for our team members. It's more for an opportunity for us to connect together, get to know each other. But culture really is in the way that we handle conflict and the way in our commitment to each other, our commitment to ourselves and to that continuous improvement. Because when we have that, when we have that culture of curiosity and we're approachable and, like we said, we're going to hold each other accountable, we're going to have, we're going to learn how to have good, healthy conflict. When we have healthy conflict, then we have better commitment from the team, commitment back into our mission. And when we have that commitment, like there's that accountability and that all leads to mission, and when we have that commitment, like there's that accountability and that all leads to results, and that's what's really important for businesses. And I love that, because a person who really lines this out in the five dysfunctions of a team.
Speaker 3:I think the author is Patrick and I can't remember his last name, lencioni I think I'm probably not pronouncing that correctly, but he talks about the five dysfunctions of the team, and a lot of it is about conflict and how you handle that, which, again, a big part of our culture. I think that's all the insights that we have for today. There's so much more. I know that we can talk about this on and on, and on, and it's something that we're constantly dealing with on a daily basis, whether on a very micro level or not too often on a larger scale.
Speaker 3:Thank goodness, and if we're focusing on, again, continuing to equip our teams with the necessary tools to handle that, like, I feel so good about our culture and, yeah, I feel good about preserving that. I feel so great about our team member, I feel great about our. I think a lot of us, a lot of our leaders, feel great about our, even our satellite offices. So, thank you so much, ladies, for coming on, thanks for having us. Yeah, absolutely, and if y'all have any other insights or any things that we should unpack, please send those to podcast at danielstarglawcom. Till then, stay remarkable, ay.