The Fabulous Learning Nerds

Scott (00:02.435)
Hey, everyone, welcome to another amazing episode of your Fabulous Learning Nerds. I'm Scott Schuette, your host, and with us, you love them, Dan Coonerod's in the house.

Scott (00:15.939)
Dan!

Daniel (00:17.414)
Scott! How you doing?

Scott (00:20.457)
I'm doing pretty good as a matter of fact I think I'm doing

Scott (00:33.933)
Yeah, groovy groovy today. It's been a good week. I have a really great story I want to share, but I'm going to wait for Zeta to show up and then I'll share my groovy story with you guys because it was really groovy. And you sir, how are you doing, sir?

Daniel (00:43.706)
Well, I can't wait for that. I'm fair to Midland.

Scott (00:49.251)
Yeah you can. Absolutely.

Daniel (00:50.982)
I don't know.

Daniel (00:54.682)
You're like, here's this great story. And now you gotta wait. Man.

Scott (00:55.383)
Right, well, we can always rush into it then. It's a great story. It's a fantastic story. As matter of fact, because because it's such a great story, we'll go ahead and bring the Duchess of Design. You love her everybody. Zeta's in the house.

Scott (01:17.593)
See ya!

Zeta (01:18.534)
Hey Scott!

How goes? Pretty good, pretty good. Not fair to Mendeleine, but doing pretty good.

Scott (01:21.775)
So Zaydet, how are you doing today?

Zeta (01:31.484)
Excellent indeed.

Scott (01:31.713)
All right, cool stuff. Yeah, no, we got to get you got to like get with the program. Absolutely. Yeah. No, I miss Bill and a lot. But OK, so so I got to tell you my story, my story, because it's really, really important. So rough time for me personally. You we kind of went into that. got a deep dive into that. But Stephen Covey, Seven Habits of Highly Effective People, you guys read his book.

Zeta (01:38.392)
Mm -hmm.

Scott (01:58.946)
Dan, have you read Stephen Covey?

Daniel (02:01.412)
No, I haven't read Stephen Covey.

Scott (02:04.707)
my gosh, are you kidding me? For real? Okay. my gosh. Well, I'm going to have to get you copy of that book because I really think honestly, if this is my humble opinion, but I really think that if we made that required reading for high school students, we'd have a much better world to live in. That's just my humble opinion. But God bless his soul.

Daniel (02:07.512)
No! For real!

Scott (02:30.945)
Stephen Covey's been, well, his corporation's still around, so Franklin Covey's still around and they got a great podcast. You want to check that out? But Stephen Covey had this saying that I was great. He once said that everybody should collect something in their life because collecting is good for the soul. So thoughts on that. Zeta, how do you feel about that?

Zeta (02:54.444)
I love it personally because I like to collect memories. I like to collect ideas. I love to share my time with others. And I don't like to collect like physical things because you have to dust them eventually or get like a display case. But I definitely have a huge trove of like arts, books and whatnot that helps inspire me.

Scott (03:20.015)
Cool. Daniel -san, thoughts?

Daniel (03:22.51)
I mean, I am surrounded by tech doodads and gadgets. So yeah, mean, like, I think collecting things is good. But as somebody who looks around at his collection of tech junk, I all the time find myself going, I should really throw some of this away.

And then I never do.

Scott (03:53.913)
Well, okay, so this part of my story. So I think it's really great because it gives you a little bit of a treasure hunt. I was following some advice. I hate being your friend. So over the weekend I said, I am gonna go look for something in my collection. And one of the things that I'm collecting now are little Ben Cooper action figures. Ben Cooper, if you remember, were the Halloween masks and costumes that we wore in the 70s and 80s. least I wore them in the 70s and 80s.

and now they have little action figures. So it number one, it's an action figure. Number two, it's my childhood. So somebody, somebody really like understood Scott and basically made these things. They are impossible to find, like impossible to find. they're selling for thousands of dollars on eBay. And I'm like, what the heck? So went to the mall just for the heck of it, walked in the FYE and just like the heavens opened up and there were like 30 of them in a corner. And I just had, I, I've just was like full of joy.

And so that's my thing. Like go out and give yourself an opportunity to have some joy in your life. and having joy that moment again, really dumb, but for me after a really hard week to just really feel joy, to feel it. Like I screamed like a little girl. did, was like, and everybody turned and looked at me and like, what's wrong with you? I'm like, yeah, absolutely.

Zeta (05:14.554)
You

Daniel (05:16.368)
Ha

Zeta (05:18.662)
Joy, baby.

Scott (05:22.255)
At any rate, that's my story, little tidbit there. We're to go ahead and transition into this week's Nerdy 30 with Zeta.

Scott (05:38.383)
All right, this is the time of the show where we talk about new tech for a real brief period of time and Zedig, lay us the nerdy 30 this week.

Zeta (05:46.204)
Thanks, Scott. Today's little tidbit that we're going to give you is probably a small little bit, but yeah, it's a morsel. Google's Jamboard is saying farewell. October 1 is Google's virtual whiteboard is going to be read -only mode. It used to be a whiteboard, like one of the first ones that I used to use, so near and dear to my heart. But it's officially shutting down at the end of the year.

So if there's like a jam that you have in your archives, definitely get rid of it or archive it before it's gone. And if you're in need of another virtual workspace for team collaboration, there's plenty to choose from. But just to highlight a few, Miro, it has an infinite canvas and it's great for managing projects. Mural.

is a educator focus with breakout rooms, which are great for like online activities. And then you have my newest fave, which is Milanote. And it's a great choice for minimalistic user interfaces and a clean layout. But I like it because you can copy an element and you can choose to sync it and it updates. And all these are examples that are a free plan option. So you can try before you buy.

Scott (07:07.577)
That's fantastic stuff. Love it. Go out and check out those project alternatives, which is super great. Thank you for sharing that. We really appreciate you. Speaking of appreciating people, folks, we've got, waiting patiently, an amazing guest. And I'm so excited to talk with this individual, but we're going to get to know all about them in a little segment that we call, What's Your Deal?

Zeta (07:12.828)
virtual.

Zeta (07:19.216)
No prob.

Scott (07:40.045)
Jacqueline!

Jacquiline Wagner (she/her) (07:41.957)
Hi.

Scott (07:43.532)
What's your deal, my friend?

Jacquiline Wagner (she/her) (07:46.457)
Well, I first wanted to talk about what I collect. Yeah. I collect beauty products. And I don't just mean face cream and makeup. mean, you know, anything that is shiny and sparkly and new and innovative, I'm in. It doesn't matter how ridiculous. My husband, for my birthday, got me compression boots that you

Scott (07:50.454)
my gosh, please, please tell us what you collect, please.

Scott (07:56.211)
wow.

Jacquiline Wagner (she/her) (08:15.707)
plug in and they squeeze your body, your feet and...

Scott (08:20.801)
Is it the ones that are weights down, those compression like leg things? Cause I've used those. Or is it just boots?

Jacquiline Wagner (she/her) (08:28.227)
It's just the boots. And then I also got one of those shaking plates that drain your lymph nodes. I wear like self -heating eye patches. I have stuff in the shower to like different ways to scrub my hair. I am so invested in the beauty industry. That's what I collect. And it gives me pure joy, even though it's

Scott (08:29.699)
Okay.

Jacquiline Wagner (she/her) (08:57.025)
absolutely ridiculous most of what I do. It's just fun.

Scott (09:02.681)
I think that's fantastic. And you get to actually use what you collect versus the little tiny kids trick or treating action figures that I have. Right, absolutely.

Jacquiline Wagner (she/her) (09:09.243)
this is true. So it's an investment really in myself. And, you know, I'll have to remind my husband that it's all money, very well spent.

Scott (09:22.319)
If it brings you joy, then it's definitely money well spent, Jacqueline. think for me personally, this is your time. I'm going to give it back in just a second. But I'm just on this quest for as much joy as I can legally have. I think that that's really super important, especially at work.

Jacquiline Wagner (she/her) (09:28.315)
I I am great.

Jacquiline Wagner (she/her) (09:45.115)
Great to I really do. Which leads me to my deal. So I am a 25 year employment law practitioner. I work out of Los Angeles, California, and I litigate primarily for 25 years. And something I've noticed in my 25 years of practice is that most of the time.

when an employee sues for discrimination, harassment, or retaliation, it's really because something went awry. And really, it's because the leader that they are supervised by lacks what's known as emotional intelligence. And

the leader is so lacking in emotional intelligence that the employee is left with no choice but to believe that it's really discrimination, harassment or retaliation that's at play. And many times that's not the case, but you know, because they're poorly led, they're really left with no choice. So my job as president of Wagner HR

is to help employers cultivate the emotional intelligence of both their leadership and their employees so that they can at least attempt to reduce the risk of employment litigation. And it's pretty effective.

Scott (11:23.193)
That's awesome. Before the show, were spending just a moment. I don't think that we can talk enough about emotional intelligence. So we're super glad to get your perspective on it, a very real world perspective. I can't wait to learn more from you, my friend. So let's go ahead, everybody. Let's dive into our topic of the week.

Scott (11:50.809)
Cultivating emotional intelligence, that's our topic this week. And before we get going, I just have to ask you one question,

Jacquiline Wagner (she/her) (11:59.355)
I'm ready.

Scott (12:05.101)
Yeah, so what? Why is this important? You kind of leaned into it a little bit with the litigation thing, but I think it's way bigger than that. So let us know, why is it important?

Jacquiline Wagner (she/her) (12:15.323)
Absolutely. For employees to have psychological safety at work, which is hugely important when you're leading a team, in order to ensure that your leadership should be cultivating their emotional intelligence. And let me just dive in before I go any further. What is emotional intelligence? So emotional intelligence

are those soft skills, we used to call them the soft skills of a leader. There is a psychologist in the 1990s, a workplace psychologist named Daniel Goldman. He's now a renowned author and he sort of coined the modern phrase of emotional intelligence. And he argued in his book of the same name back in the 90s. And he's written several books since then.

But his seminal book was where he argued that emotional intelligence will impact your career trajectory and success far greater than your performance at work in the skills that you're employing as your hard skills, the substantive work that you're doing.

And he argued that the five components of emotional intelligence are self -awareness, you know, making sure that you know what makes you tick. What are your triggers? Where are your biases? Where are your affinities? What makes you you? The next one is empathy. Kind of the other side of the same coin is empathy. What makes someone else tick?

What's their motivation for coming to work? What do they need to be led appropriately? Some people it's money. Some people it's an added girl. Some people it's praise. Some people it's benefits, right? What is it that I as a leader can give this person to as their carrot to perform better? Or what do they need me to understand about them so that I can meet them where they are?

Jacquiline Wagner (she/her) (14:38.159)
The third component is self -regulation, your ability to control your impulses, to control the way you react to situations. And you're responding well instead of reacting. The fourth is your motivation to be able to do a good job at

at whatever skill you've chosen. how many have I done? I think I've done four. And then the final one is your social skills. How do you interact with other people? How is what you're saying coming across? Can you read the room? Can you read body language? Are you saying things that are appropriate or inappropriate? All of those things woven together make up what's known as someone's emotional intelligence.

Scott (15:37.399)
I'm taking notes. This is really great stuff.

Daniel (15:42.5)
You know, you bring up emotional intelligence and I can't tell you as somebody who grew up, I guess I'm trying to best way to say it, as somebody who grew up with a quick wit, so to speak, how important emotional intelligence has been just to my success and my growth and how oftentimes

because I've been able to like connect with somebody or to your point, like see the things that motivate them that I've been able to be a good employee, to be a good leader. So I couldn't agree more, like 100%.

Jacquiline Wagner (she/her) (16:27.449)
with a quick wit, you're probably having to bite your tongue a lot. You want to say one thing, yeah, right. So that's self -regulation, watching what you say, waiting for the right audience, know, know your audience. That's self -regulation.

Daniel (16:31.352)
A lot. A lot.

Daniel (16:44.794)
Very true, very true.

Scott (16:49.539)
Yeah, I love that your first two really deal with the internal component of EI, which is that self -awareness. And I've heard that before. And then that empathy. And could you tell us a little bit about the difference between, because I think people get confused a lot between sympathy and empathy. Do you have a quick definition of the difference? Because the difference is huge, right? So help us understand that.

Jacquiline Wagner (she/her) (17:18.405)
Sympathy is feeling sorry for someone in their shoes. I'm really sorry that's happening to you and having some remorse on behalf of the person. Empathy is putting yourself in their shoes and experiencing whatever they're experiencing from their eyes. So let's say an employee comes to you, let's say they're pregnant.

and they need an accommodation to, maybe they want to remotely work because they're having really severe morning sickness that lasts all day. I don't know why they call it morning sickness because for most people it lasts all day. They're having severe symptoms and you have an in -person workplace. Now the law does require probably that you should accommodate that person. But apart from that,

experiencing from their perspective, not assuming that they're trying to pull a fast one so they can work at home, not assuming that they have ulterior motives, but putting yourself in their shoes. How would I feel if I were pregnant and having really severe morning sickness and trying to do my job and feed my family and put food on the table and all I really want to do is my job, but gosh, I need to run to the bathroom every so often.

And I don't want to do that at work. And giving the person grace based on their own experience. Not just feeling sorry for them, but putting yourself in their shoes and doing something about it.

Scott (19:01.987)
Yeah, no, I really like that. for me, one of the biggest components of that is just empathetic listening, which is a little bit different than regular listening. because, because I'm a fixer. So if you were to come with me with your problems, the first thing that I'm going to want to do is try to fix it. And as soon as I figure out how to fix it in my own head, I'm going to try to fix it. but really the more important thing is to just really listen. And why so hard.

Jacquiline Wagner (she/her) (19:12.677)
Yes.

Scott (19:31.853)
Like it's so hard. just, okay. All right. Tell me more. You must feel really, really awful being sick all day. I don't have no idea what that's like. You know, tell me more about that. Right. That's empathetic listening. That that's empathy. Not. Yeah, not a problem. Go to the store, get some Pepto -Bismol. You'll be good. Right. To me, you know, that differentiation is really important when it comes to the EI because one is really

Jacquiline Wagner (she/her) (19:42.329)
Yeah, that's right.

Scott (19:58.709)
again, meeting people where they're at. The other one is just kind of taking care of stuff, which I think is a big distinction.

Jacquiline Wagner (she/her) (20:04.261)
Yes, I agree. And folks can take an assessment to find out where they fall in their own emotional intelligence. You can go online. There are several websites that offer free tests. think Tralient is the one I use the most often to assess what's my own emotional intelligence. It gives you certain fact patterns that you can.

take a look at and get a score. And then you can see where you have gaps in knowledge or performance. And then you can respond to those particular gaps in knowledge or performance and cultivate those places. And so you're not just shooting in the dark, like, maybe I need to work on this, that, or the other. This will tell you where you need the

Daniel (20:54.672)
So it sounds like we've got a pretty decent way to measure it and account for it. With that, what ways do you think that businesses can lean more on emotional intelligence? If there's a way to track it, there's a way to test for it, I can't think of a place I've worked where they made me test my emotional intelligence.

So like, how can we get that like more into the space and why should we?

Jacquiline Wagner (she/her) (21:25.743)
Okay, sure. Well, studies show that when emotional intelligence, unconscious bias, diversity, equity, inclusion measures are at play in an organization, if they don't come from the top down, they're ineffective. Human resources is sort of in the, you know, overseeing

all employment, but their directives and permissions and funding come from the top. so HR, human resources, can work all it wants to push initiatives that make folks take it seriously, but if it's not coming from leadership, from the top down, it's not going to be taken seriously. And so the first step is to get buy -in.

with your leaders. And the way to do that, I think, is to make a business case. If you can make a business case for why diversity matters, that it fortifies innovation and fills in gaps in knowledge and performance all over the map, or if you need to justify the business case for cultivating emotional intelligence,

You can use studies that demonstrate that litigation, employment related litigation in organizations that aren't cultivating their emotional intelligence is higher, right? You bring the business case to the leader, the leader gets buy -in, and then it's a trickle -down effect. The leader has buy -in, and then that impacts the culture and climate of the rest of the organization.

If you don't have leadership buy -in, it's not going to be a successful engagement. It's not going to be a successful campaign.

Scott (23:32.503)
Yeah, I love it. I think that is first step because you're right. If it's not top down driven, then we could try to push from the bottom up all day long, which can be really frustrating. So, hey, we all know this is really good. We should all be doing it. And we're kind of pushing that way. But if we're getting the opposite from the top down, then that, again, very, challenging. So I love that idea of, you know,

having a business case, right? So after we establish the business case, what are some other things that we should be thinking about as far as cultivating EI within leaders?

Jacquiline Wagner (she/her) (24:12.581)
So you make the business case to leadership. Leadership buys in. Human resources or leadership launch a campaign. The campaign starts with just making folks who are in leadership roles aware of the whole concept of emotional intelligence and that it's going to be valued at the organization. And things that work.

are making it part of a performance review for a leader. They're cultivating their own emotional intelligence. And when you tie the metric to their paycheck, by making it part of their performance evaluation, they're gonna listen, they're going to take it seriously, and they're going to actually try. And I don't mean,

penalizing someone for not effectively cultivating their emotional intelligence, I'm checking in with them at their performance review about their efforts to cultivate their emotional intelligence. And if you're seeing that, then that's taken into consideration in their performance review in a positive way. So that's what I recommend, that you link it to

the paycheck. That's the only way it's going to work. And then once you have that understood, then you can move on to your training platforms where you're training your leadership, you're measuring their emotional intelligence, you're teaching them ways to cultivate their emotional intelligence. So for example, with the self -regulation aspect of emotional intelligence,

I help leaders get to their core self of what makes them anxious, what makes them feel triggered, and to get in really good touch with that. Most leaders have a door on their office and encouraging them to do something very pedestrian by getting up, closing their door, doing some breath work, calming themselves down before they respond to the email.

Jacquiline Wagner (she/her) (26:37.391)
before they respond to that pesky employee, before they launch the memo, right? They're doing some breath work, calming themselves down, getting down to that core self, that kindergarten level, that cave person level of triggered response and taking breath in through the nose and out through the mouth. We learned from yoga how to implement those

artificial ways of breathing to calm ourself down and regulate our nervous system. And we work with the leaders to do that. And that's another reason if you don't have a leadership buy -in, nobody's gonna take that seriously. So, you know, we go through each of the components. We teach folks how to cultivate those components. And then we use it in their performance evaluation. How are you working on that?

If we still see problems, of course they're getting...

Jacquiline Wagner (she/her) (27:42.095)
They're offered assistance and guidance about that. And then once you have your leadership sort of trained and cultivated, then you can move down to your line employees and do the same thing. And so you're working, you know, path by path to ensure that the entire organization is brought in.

Scott (28:07.471)
I love how you talk about being triggered, right? Because it is a very natural response. The amygdala can take over. And one of the rules that I have right now is Scott's 24 -hour rule. If I get triggered at work.

Jacquiline Wagner (she/her) (28:19.259)
That's right.

Scott (28:27.023)
I take the 24 hour respite before I do anything about it. I even don't even talk to somebody about it at work. will typically not. then, cause nine times out of 10 the next day, I've had enough time to figure it out where I can make a really good response. And that's hard because I think in most environments we tend to be on this. I need it yesterday. So.

We've trained ourselves and trained our partners and I'm gonna respond to you right away. So taking that step back, I think is important. One question I do have is I'm listening to you talk about measuring EI. So aside from our conversations with people about what they're working on, I what are some practical measurements that we're looking in? Are you looking at feedback surveys? What can we do to better get...

to better measure our growth in this very important skill.

Jacquiline Wagner (she/her) (29:28.229)
So human resources can use a variety of metrics to measure where they were as an organization, where they are as an organization, and where they want to go, and to sort of shore those up. Yes, employee surveys are an excellent way, an excellent metric to measure where you were, where you are, and where you want to go.

using assessments of various kinds, know, employee ERG groups, employee relations groups that help the organization understand where various folks are and giving feedback consistently to the organization. Excuse me, employee resource groups.

our ERGs? You know, how are our folks of color responding to this memo that we just sent out? How are the members of the LGBTQ plus community responding? Or, hey, we want to send out this memo, checking in with the ERGs to see how it will be received and valuing what they tell you instead of just doing it anyway, you know, going back to the drawing.

and architecting a plan that really instills psychological safety with the employees that are working for you instead of just, you know, governing with fear, doing it, you know, in a way that's dictatorial.

Zeta (31:13.316)
I love that, know, emotions can either get in the way or get you on the way. And I think by understanding that, yeah, I think by understanding that, I think everybody will benefit.

Jacquiline Wagner (she/her) (31:20.035)
I love that.

Jacquiline Wagner (she/her) (31:28.187)
Absolutely, because if the leader is able to cultivate her emotional intelligence, then that's a win right there because if they're cultivating their emotional intelligence, they're going to value emotional intelligence and require it as part of the organizational mission.

Scott (31:55.905)
Now, one of the things that I know that you work specifically on is this idea of minimizing risk, right? So how can we in organizations, even within learning and development, help cultivate EI with the intent of reducing risk?

Jacquiline Wagner (she/her) (32:16.315)
So there are sort of four pillars of reducing risk with the foundation of those four pillars being emotional intelligence. And those four pillars are employee handbooks and policies, which are a written expression of the expectations of the employer and an opportunity for the employer to set

culture and climate in a written form. The next way is through employee training. Employee training should be ongoing and consistent. It shouldn't just be if something happens, everybody gets trained, right? who messed up? We're all in the training room again, right? It should be ongoing and consistent irrespective if there's a problem to cultivate your emotional intelligence.

When there is a problem, the third way is to immediately investigate the issue and to take seriously the employee's concerns. You shouldn't just be launching a workplace investigation if there's a complaint about harassment because it's legally required. You should be launching an investigation if an employee complains about anything or brings a concern to the employer and says, hey, I think we can do better here.

you know, an investigation doesn't have to be fact -finding. It can also be sitting at the table and thinking about ways to do something better. And then the fourth pillar is conflict resolution between employees. Conflict resolution is a great alternative to kind of separating, you know, spraying with the hose the two dogs that are fighting and separating them.

Conflict resolution allows both employees to say their piece so we can understand where the person is coming from, each person is coming from. And you you're thrown into this building with each other or this remote space with each other, like a family, except you're not family, of course there's going to be conflict. There's multiple personalities interfacing all the time.

Jacquiline Wagner (she/her) (34:37.401)
So having a robust conflict resolution program where employees can express themselves, that's another way ERGs are important because they can host the conflict resolution platform. But with those four pillars, an employer can communicate to its employees that it takes seriously emotional intelligence as the platform, as the foundation.

Scott (35:11.353)
You know, got one more question here, before we begin to wrap up. I used to be able, a long time ago to retail training and I used to be able to walk into the stores that we supported and I knew right away if I had a good culture there or not. And then would go and visit the bathroom, right? The bathroom and how it was taken care of was the easiest way for me to walk in and have a really good idea.

Jacquiline Wagner (she/her) (35:31.413)
-huh.

Scott (35:40.343)
of what was going on or not going on. Plus, was pretty, you know, mean, customers go in there too. How, as a learning professional or a leadership professional, what are some of the things that when I walk into a site that I want to be looking for that are indicators to me? We've got some really good EI strategies being implemented in the building.

Jacquiline Wagner (she/her) (36:03.515)
All right, so you would want to look for closed doors. Those are not a good sign if everyone's door is closed to their office. Now, of course, learning neurodivergent people need to close their door to pay attention, or there could be an important meeting going on. I'm talking about doors that are closed to not have to interface with each other, not have to interface with the boss, not have to interface with

colleagues to be in your own little bubble isolated. That is not a good sign. That means that there is a lack of psychological safety in the workplace. The next thing I look for is whether people are smiling and talking. Are they just working silently or it's their acrimony or people smiling and getting along? And are they smiling and getting along with the boss?

or is that a little stilted? And 25 years of doing this, I have a pretty good read. I have developed my empathy and my social skills. I can kind of read when it's a genuine like of each other or whether it's a little stilted and artificial. So I look for joy. I look for signs of

joy in the workplace to see what's going on. Usually by the time I get called in, unfortunately, it's when something's gonna arrive. So I already know that there is maybe a lack of joy. But if I'm getting the opportunity to

Cultivate emotional intelligence before anything has gone wrong. Yeah, that's what I'm looking for. I'm looking for closed doors. I'm looking for interface. I'm looking for smiles and I'm looking for joy.

Daniel (38:12.11)
love that. I love the idea of using joy as like the look for sign. Like I think most people can identify joy, they can see joy. And I think that's a real like good and easy way to like, hey, if you wanna know if your workplace is emotionally healthy, look for joy. That's awesome. I love that.

Scott (38:32.931)
or a lack thereof. A lack thereof. know, Jacqueline, you've been such a pleasure to talk with and I love learning and I have genuinely learned so much from you tonight and I know our audience has as well. So I just really wanna thank you for your time. Could you do me a favor? Could you kind of go ahead and provide our audience with, you know,

Daniel (38:34.382)
Yeah.

Jacquiline Wagner (she/her) (38:34.434)
Sure.

Jacquiline Wagner (she/her) (38:55.109)
Yes.

Scott (39:00.532)
maybe three things that they should be thinking about or remembering as far as our conversation tonight.

Jacquiline Wagner (she/her) (39:07.035)
Sure. Please, no matter where you fall in the organization, irrespective of whether you're a leader or, you know, at the bottom of the totem pole, please assess your own emotional intelligence. Go online for free. Take a look. Answer the questions and start thinking about, all right, I see I have a gap there.

can I start to work on that? Guess what? Type that in and there will be an answer. There will be a parade of answers of how to work on that. So you don't need to, you know, hire a coach, hire, you know, something, somebody expensive as an employee. That's your organization's responsibility. Your responsibility is to cultivate your own emotional intelligence and you can do that for free.

That's what I would recommend, that you get started right away.

Jacquiline Wagner (she/her) (40:16.251)
hahahahah

Scott (40:19.161)
Jacqueline, thank you so much. my gosh. Master's class in emotional intelligence, really great stuff. Could you do me a second favor? Could you let our audience know how they could connect with you?

Jacquiline Wagner (she/her) (40:25.829)
Thank you.

Jacquiline Wagner (she/her) (40:31.245)
Of course. Please reach me on my website at www .wagnerhr .com. That's a Wagner is W -A -G -N -E -R. Wagnerhr .com.

Scott (40:46.905)
You heard it folks, waggnerhr .com. can get more groovy stuff from Jacqueline. Again, thank you so much. Really great, important stuff that we all need to learn from. And hopefully folks take some of this information and do something with it. I think it's really, really important.

Jacquiline Wagner (she/her) (41:05.317)
Thank you.