Speaking and Communicating Podcast

You may have an employee whose emotions are out of whack, and it could be a legitimate reason.

And now you find yourself in a position of potentially having somebody explode or blow up.

Again, it comes back down to listen more, talk less.

If you're in a leadership position and you really wanna work with your team and grow good relationships, I promise you these three things are gonna work.

Welcome back to the Speaking and Communicating Podcast.

I am your host, Robert and Leila.

If you are looking to improve your communication skills, both professionally and personally, this is the podcast you should be tuning into.

Communication and soft skills are crucial for your career growth and leadership development.

And by the end of this episode, please log on to Apple and Spotify and leave us a rating and a review.

Now, let's get communicating with Brenda Neckvatal.

You did it.

Oh, thank you.

All the way from beautiful Virginia Beach.

She is a serial entrepreneur who had an illustrious, award-winning career in HR.

She's a two-time bestselling author and she helps leaders manage difficult people or deal with the difficulties of managing people and workplace drama.

And before I go any further, please help me welcome her to the show.

Hey, Brenda.

Thank you so very much for having me.

I appreciate it.

I'm glad that you're here.

Welcome.

Please tell us a little bit about yourself.

Oh, my word.

What do you want to know?

It's like a lot of questions.

That is a loaded question.

What would you like to know?

How did you get started in HR to then lead you to the journey that you're in now, the work you're doing?

Yeah.

So I've been doing HR for a long time.

I actually joke around and say that I'm a recovering human resource professional.

So I got started in retail and did a lot of HR functionality while I was in a management leadership position.

I just really enjoyed it and it really has taken me on a path of understanding a wide variety of people and how people engage and interact with each other.

So I've had a lot of very unique experiences.

I mean, more so than the average HR professional, even for somebody who's been around as long as I've had.

For some weird reason, I've just had to deal with a tremendous amount of crisis.

I've had a lot of violent type of things that I've had to deal with.

Yeah, I know, it's been crazy.

I walked around the corner one day and I saw one employee just cold cock another one, and I fired him immediately.

And I've had issues with women being stocked at work by their fiancees, boyfriends, husbands.

I stopped an active shooter event from actually taking place.

We've dealt with near stabbing.

So yeah, it's just been kind of crazy.

I mean, it's just kind of the cards that fell under my feet.

And along the way, you know, I learned how to deal with a wide variety of people.

And I had to.

I had to do it for my own sanity.

But I always seem to come across individuals that for some weird reason, like the more tougher their personality is, the more I got along with them, because I'm very direct.

I'm very straightforward.

I found out that when I was in kind of like a low confidence energy level, or I wasn't in a really place of personal strength, I was a people pleaser.

And when I had those moments where I was collapsing under what I was so nervous about what people were think, I found that's when I actually was the one that was leading and trying to manage people differently.

And I became the chameleon.

I was the one that was making shifts and changes.

And I didn't feel like I was getting anywhere.

I was that person that was afraid to have the hard conversations where in the past I never did.

You know, I just have those moments within my career.

And then that's when I really realized that it doesn't work that way.

It doesn't work well that way.

Leadership isn't easy, first off.

It's not for the faint of heart.

And anybody who's in it can attest to that.

Oh, yes.

We all have the same look.

You just did it.

Oh yeah.

If it was easy, everybody would do it.

We wouldn't call it work.

We'd call it something else, right?

For sure.

Not only that, a lot of people say, I went to university or I went to study engineering.

Not to deal with all those people drama.

I don't want this.

Yeah.

They didn't prepare you for that one.

You know, it's funny.

I was actually, I was surfing through about three years worth of feedback.

Because I get contracted to teach classes on exactly this.

How to deal with different people, like how to deal with different personalities, how to deal with people who love to argue and debate everything, how to deal with narcissism, right?

How do you talk to an employee as a manager and yet be very effective?

So I get contracted from, I'm like six or eight different training companies right now that I teach for.

And I was looking at some reviews and I had one that came across and I was like, what?

When I saw it, I'm like, did they really just ask that question?

And somebody had said, I was really disappointed because I wanted to know how I can get my employees to willingly accept what I'm saying.

Well, that's the battle.

If it was that way, it would all be in utopia.

Yeah, right.

Exactly.

And I can appreciate that feeling because I've had those moments.

Just like everybody, you wouldn't be human and you wouldn't be a leader if you didn't just say, oh my gosh, why can't you just accept this?

And so that's inherently what we're all up against.

We're up against individual will.

Somebody is either going to buy into it or not.

That means that as a leader, you kind of have to have the mindset, the bus is either leaving or it's not.

You're either part of this team or it's not.

And if you don't want to be part of it, we love you, we wish you well, good luck finding what it is that you really want to do.

But when you're dealing with especially high performing teams, which is where I specialize and I do project work with my business partner, we just actually just dropped another book.

Or I was my third bestseller, it's his first, it's called Mission Ready, Building High Performing Teams from the Battlefield to the Boardroom.

Yeah, he's a Navy SEAL.

So he talks about principles of leadership that he learned while he was in the SEAL teams.

I come in on the second half of the book with my principles, but I focus in on the people side because all of this stuff that you initiate with what Will is talking about, it's all coming at you from the people side of it, right?

So you have to be ready for that.

Dealing with people is not easy and it's generationally challenging as well because we have boomers, Xers, Millennials, Z, and now we've got A who's going to be up and coming here in the next 10 years.

And speaking of generations, I'm 48.

I feel that my generation, when we entered the workforce, we weren't as opinionated as this generation now.

Not even remotely close.

Right?

And so our leaders had it easy, generally speaking.

To a point.

Yeah, I mean, we came up in a generation where you respect your elders, you know, you do what we say.

You don't challenge it because you don't challenge authority.

Right?

And as much, but also because this is the information age.

And so I remember one of my previous guests said, if you're in your forties, fifties, you're a leader, you've been there for a long time.

Find yourself a 20, 25 year old mentor, meaning somebody who's going to keep you up to date with what's going on, tech, everything is just changing.

We didn't have that.

We didn't grow.

We didn't start working in the age of Google.

And so we genuinely believe, not that we were shut down, but we genuinely believe that our leaders knew more than we did.

So that's why we didn't challenge because they knew the bigger picture.

Yeah.

And most of the times they did know more than we did.

I mean, they had the inside scoop on what was going on.

They had skills that had been developed.

They had earned their stripes, right?

Getting into leadership.

But at the same time, you know, when we were taught to do our job, we were sat down, we were instructed how to do it.

This is what the expectations were.

And if you didn't like it, there's the door.

And that was just the mentality.

And there was nothing wrong with it, because that's just what it was at the time.

And I remember right about 2008, when we started hearing this new word, millennial, coming out and the fact that they were going to be very different than us.

You know what?

It's really kind of funny because I think sometimes when we forecast things, things tend to come to reality, come to life.

The generations that are working now, where older leaders like us, we are of a different generation.

We had to figure things out.

We had to do the math and show our work.

Here we didn't have those dopamine hits.

We didn't have access to instant information.

The thing is, is that this generation that is rising, is that they get access to information.

To the information that is going on, simply because of the technology.

People, they're not used to having, sit down, have a hard conversation with one another, hard, honest, truthful one.

It's now done hiding behind technology in chat and online, and there is no real true connection that's taking place.

So technology has created a beast that we haven't been able to figure out how to reign in control.

Even if we could do it, what's to say it's the right thing?

What's to say it's not?

And speaking of managing people, obviously workplace drama means conflict, and you've given us examples of some of the major events of conflict that you've experienced.

What would you say to any leader who's in, sometimes it doesn't even have to be that extreme, but there's always button heads, you know, we all put our heads with our own siblings and we love them to death.

Yeah.

What strategies do you usually share with your clients on managing conflict?

So when it comes to managing conflict, you have to remember that a lot of people will try and snuff out the symptoms of conflict rather than going for figuring out what is the root cause of it.

Sometimes you may not know what the root cause of it, sometimes it might take a little bit, but there are a couple of things that we can do.

So first off, one of the things that we need to be better at, just in general, but it's really, really awesome when it comes to conflict is listen more and talk less.

If you learn more, you're going to form a picture in your mind of exactly what's going on.

And if you're only relying on 40% of the information to make a decision, when it comes to human beings, you're probably going to wind up making the wrong one.

If you spend a little extra time, understand it, understand where people are coming from, then that's going to help you out.

The other thing is, is that if you ask good questions, you're going to get good answers.

One of the questions that I absolutely love to ask when somebody is pounding on the door, or furious beside themselves, can barely get a sentence out, and I'll ask them this question.

What is the most important thing you want to see come of this?

And if they can articulate it, then you know you've got something, right?

First off, you know what's important to them.

The second thing is that you know that it really is a true concern.

And here's the reason why I say that.

Because if they can't articulate it, and if it's just like a lot of stuff that doesn't make sense, it's an emotional attachment to something.

So that just simply means it's just drama.

If they can't tell you what's important to them, because everybody can tell you what's important to them.

If they can't do that, then it's an ego based situation, right?

Somebody's nose is a little bent out of shape.

Now you just have to kind of navigate that, of course.

The third thing that I would tell leaders in today's world is that the power of your leadership will always lie in the follow up that you do.

What I mean by that is that if you know that there's a problem, you think you've put the fire out for the time being, go back after a little bit and just take a temperature.

If you don't, you could have missed something or something else may have sparked up and now you haven't gotten ahead of it, you're gonna be right back under it again and the conflict doesn't necessarily go away.

And it's these three principles that I talk about and I say these things all the time.

These are things that you can use at any time.

It doesn't have to be the conflict.

It can just be in general conversation.

Somebody comes to you and says, hey, listen, I have an idea.

Great, listen more, talk less.

It works.

But we don't want to do that because we want to hear this.

We want to hear what's coming out that I've learned this over the years.

These leaders who have mastered these three things have exceptional, not only incredible emotional intelligence, but they also have exceptional skills when it comes to actually dealing with people.

There's nothing wrong with taking a step back and letting somebody actually express themselves.

You may not agree with it, and that's fine, but that's what leadership is all about.

It's about keeping the ball in play.

Right.

When they are given the opportunity to express themselves, their guard is down, and as you said, you will figure out what the real problem is.

They're more likely to be more cooperative with whatever goes on after that.

Yeah.

You may learn that somebody's problem is more emotional than it is anything else.

It could be more ego based, and ego isn't a bad thing.

Ego is there to protect us.

We hear the word ego, and we think like, oh man, he's full of it, right?

That's the little devil.

That happens.

Yeah, I know.

That happens too, but ego is not necessarily a bad thing.

And so when you see that somebody has an expectation that isn't being met, that you have an opportunity to reestablish that expectation, and that's a lot of what's going on.

I am shamefully a 11 o'clock TikToker, right?

At 11 o'clock at night, I tend to just like brain dump all over Tik Tok, and I see a lot of the stuff, and you see people like upset about what's going on, and then just like all I hear is this ego thing, because their expectations are this, and what is actually happening is something else, and so those two things don't align.

So when an employee's expectations are out of whack, or it doesn't align with what the company is doing or thinking, there's this fray that exists, and conversely, it's like you may have an employee whose emotions are out of whack, meaning that they're chummed up, and it could be a legitimate reason, and now you find yourself in a position of potentially having somebody explode, or blow up, or be a little bit more vocal, or start arguing and debating about things.

It's like they're just standing up for themselves.

We don't always get it right.

And so again, it comes back down to listen more, talk less.

It's not a competition.

If you're in a leadership position and you really want to work with your team and grow good relationships, I promise you these three things are going to work.

Especially, I don't know if you know the sitcom George Lopez.

It used to be, I think, early 2000s?

Yeah, yeah, yeah.

Yes.

Remember the daughter Carmen?

You know, every day she was such a typical teenager.

And Angie, his wife would go, George, if these are comments, feelings, and she'll go, who feels every day?

Why does she only have feelings?

Like nobody feels every day.

Yeah.

Yeah.

Because I'm thinking of any leaders who are thinking, I've come here to do my job.

Everybody came here to do their job.

Well, why is this all about feeling?

Yeah.

And you know what?

Back to the original statement of conflict is that there's always a reason why something has happened.

And there's always a reason why somebody gets their hackles up.

And there's always a reason as to why an employee may behave or engage in a certain way.

And if you focus in on understanding why that is, now you've got something to chew on and now you got something to work.

Maybe they've done something, they broke the rules.

It's still something that's happened.

Or maybe somebody has said something.

Maybe they didn't get hurt enough.

Maybe they had a great idea and nobody wants to listen to them and they're feeling like that big.

So listening is a real powerful tool.

Right.

And you talk about being able to identify patterns in behavior.

So I'm guessing listening also helps you with that as well.

Oh, yeah.

People will tell you their behaviors.

So I'll give you an example.

When I'm looking at a job application and I teach leaders how to actually look at candidates to determine what kind of behaviors they have.

Because you just asked a person to fill out an application or you asked them to do something.

You basically asked them to put their best foot forward.

Right.

They need you to fill out this application.

You submitted your resume.

That's great.

But let's use an application.

Applications do a lot more.

I want to get into the technical side on it in HR.

But if you line up somebody's application against their resume and you see that their job history is different, that's a behavior slightly different.

Like if the dates are off or the positions are out of order, that's a behavior.

If you don't pay attention to detail.

Exactly.

If somebody writes on an application, see resume, that's a behavior.

You just asked them to do a task specifically, and they just showed you that they're going to take a shortcut.

That's a behavior.

Or even if you look at their history, you'll see this a lot with Frontline.

If you see that they worked in a base job of some kind, like first level job, which is fine.

We all started at the beginning, right?

And then they get a job as a lead, maybe they get the next job as a manager, and then they go right back down to base level job, and then they shoot right back up to manager for three months, and then they go to another job that's a little less, that's a behavior.

If you see people that only sit in a job for nine months to a year, and then they go to another job, and then they go to another job, that's a behavior.

Like those are behaviors.

They're telling you how they operate as an employee, and you better pay attention to that, because that's how we miss the mark, and we're more concerned about putting cheeks in the seats, rather than actually bringing people in who really contribute to the success of the team.

Those are behaviors.

Some of us are able to charm our way through an interview.

We can be charismatic.

The panel falls in love with us, and bring Roberta to the team.

That's right.

Yes, but it's funny that you're talking about how, when you look at the resume, they look at them in so much detail.

We've had so many guests in HR who say, it takes us eight seconds to look at our resume and decide whether we're going to interview this person or not.

That means they miss all those cues.

Yeah, exactly.

Here's another really good cue too.

This one kills me.

I have a client that I've been doing HR for now six years.

We use a program where they submit their resume, and then they take an assessment, and then the system automatically sends them an e-mail after the system is done doing the assessment to say, please, last step, we appreciate this.

We got one more, please fill out the online application, because we can't keep them in the same system, which is just not set up that way.

So that's the process.

And every now and again, I'll get an e-mail from somebody chewing me out saying, well, you know what?

My resume has way more information in it than anything else that you can give.

That's a behavior.

You're coming to us applying for a job, and you're now barking at us because you don't want to follow the process.

That's a massive flag.

Which means that's how you're going to be when we work as a team.

Exactly.

You're a problem coming in.

You haven't even gotten through the door and you're a problem, right?

Wouldn't that example also demonstrate, I believe in efficiency and not repeating stuff that's already there?

No, I don't buy that.

Here's the reason why.

The difference between a resume and an application is an application that's written properly, has a statement down in the bottom that says, to the best of my knowledge, this information is true.

This document is deemed as a condition of employment, which means that if you lie, we can terminate you for that.

There's no such condition when it comes to a resume and everybody knows resumes are inflated to a degree.

So a resume is a great billboard.

It helps you understand a little bit of their past.

And this is the technical side of HR, right?

This is how it protects you.

But nonetheless, it's still a great tool to determine behaviors.

People who can't answer simple questions during an interview.

This is a really great example.

I asked the guy, he said, so tell me what makes you interested in coming aboard for this company?

He gave me a 20-minute answer that had absolutely nothing to do with the question.

He started telling me about how with his girlfriend, when she sometimes just gets out of line, he just has to slap the bitch.

I kid you not, those words flew out of his mouth.

So one of his teammates is going to do something he doesn't like and that's what he's going to do.

Yeah.

I mean, it's like, when are you going to jail, man?

That's his pattern.

When is she going to turn you in for domestic violence?

But he was serious after he said it and I'm just like, okay, well, thank you for coming in.

It's just like, we're done.

I don't need to take anything else.

You literally just told me everything I need to know and you couldn't even answer the question why you wanted to work here.

Wow.

20 minutes.

That's a behavior.

It sounds so unreal though that with all this information age, everything is out there.

You think people when they prepare for job interviews, they put their best foot forward, like you said earlier, and that's how he presented himself.

Well, this is a very unique time.

So for up until recently, our job market has just shifted.

If you pay attention to ADP, ADP is really one of the big companies that puts the job data out there, and they work directly with the government on this.

And we just for the first time saw a fallback on jobs available.

And for the longest time, we've had more jobs open than people available.

COVID was this massive world shake up on a number of different ways.

We went from having more jobs available to not having enough jobs and more people available to right back to having more jobs available than qualified people to fit into them.

And we also have a generation who has learned through COVID and through social media and through the digital era that, listen, you don't have to work because you can make a lot of money online.

So I think we have a lot of individuals who are taking a different track.

In addition to that, some people, quite frankly, really don't want to go through a full process like a smart employer would put out.

And that's fine.

They don't have to.

That again kind of tells us maybe this isn't the best fit for the organization.

Maybe they don't have the right kind of mindset.

One of my very favorite mentors of all time, his family core value, and what we're starting to get into here is talking about core values.

His family core value, and he carries this through all of his work, through all of his coaching, his ministry, everything, is never let good be the robber of great.

Isn't that awesome?

Yeah, awesome, awesome, awesome core value to have.

So when people, when they're doing life and they're figuring out, I'm trying to say something without making it sound like I'm being negative towards people.

I'm not, but not everybody operates on a code of ethics or a personal code of conduct, right?

Everybody's out there doing the best that they can.

But when you have a company that is core values based and they measure every, they make every decision and weigh it up against the core values, now you got something to work with.

If you're up against a tough decision and your company's number one core value is integrity, well, the question is, are we integrity if we do it this way?

Are we integrity if we do it this way?

Are we integrity if we do it this way?

That becomes the benchmark, yeah.

Absolutely.

And it allows you to challenge yourself without judgment.

Do I have the right thinking in place?

Is this really measuring up against morals and ethics?

Are we doing something legally?

We're doing something illegally.

Are we doing something that's right and doing the best interest of other people that are on the team?

We've gotten away from that a little bit.

Like we were saying, times are really changing and they change fast.

And I think even for leaders, they don't know how to catch up with the changes to then adapt in the organization when working with teams.

But that's the thing is that if you're operating from a position of core values as your principles and not your preferences, your communication is going to be stronger because you're always going to have a position to come from.

Your decision-making capability is going to be stronger because you always have a position to come from.

Expectations are going to be easier to communicate and understood because people understand where you're coming from.

And we've just gotten away from this.

And again, I fell into this trap myself is that when I was having my down moments of no confidence as a leader, I started to try and convince people that if I was a certain way, I was going to be managing them a certain way.

But then I turn around, manage somebody else different or I manage a situation different.

What I learned through that process, because it does not work, is that you could make your comments be very direct.

But it's not so much what you say is how you say it, because you need to still uphold the same message, right?

But maybe you just approach it with somebody in a different manner, but it's the same message.

The integrity.

So everything is still measured against that.

Yeah.

Brenda, any leaders who are listening and thinking, yes, I love the part of leaders, because it usually comes with job promotions and the perks.

But the people managing part is still very challenging for me.

How do I get started?

So I still love what I do.

So you're going to have to give up what you think you know.

You have to surrender to your process of learning.

Even though learning is going to be hard, you have to trust that process.

One of the things that I think a lot of people miss an opportunity on is that they don't continuously personally develop themselves.

I know when I stop, I am not nearly as effective as I'd like to think that I am.

Maybe give me a couple of weeks, but after about two, three months, I'm like, hmm, I need to read a book.

I'm slipping.

So don't be afraid.

There's some really great reads out there.

Pick up our new book, Pick Up Mission Ready.

One of the books that I'm actually reading right now is Understanding.

It's from Michael Green's and it is the 47 Laws of Power.

Yeah, that's a heavy read.

But when you read it, you can read it from one to two perspectives.

You can read it from the perspective of how do you screw people over, which is not good.

So we don't want to do that.

My first time I like, I don't want to manipulate people.

Yeah, right.

But it teaches you how to defend yourself against manipulative people.

When you understand the concept of how a car engine works, you understand a little bit more about what the mechanic is telling you when they say, hey, listen, this phalange is now broken, right?

You kind of get it.

It's the same thing.

So if you understand how manipulation can occur and how the removal or how you fall into a trap of losing your power, because let's face it, when we are leading people, we tend to feel like we lose power in situation when in the fact is that there's pushback.

Yes.

Yeah.

We don't lose power in the situation.

We just don't know how to deal with it.

It's an interesting read.

I've also learned that that book is actually you can't get it in prison.

It is off every prison reading list.

So it's a it's a heavy duty kind of book.

But, you know, there's a lot of other books that you can read, too.

So I would say constantly develop yourself, not only on the business side of things, like how you can 10x grow and scale.

But the thing is, is that when you learn how to grow and scale business, that's great.

But you can't do it alone.

You have to bring a team with you because companies are built.

They're made by a group of people because one person can't do everything.

No, no, no one is an island.

As a leader, obviously, you know that your team, you don't lead yourself.

Okay, yeah, the self-leadership, but you have a team and that's why you lead people.

And as an HR person, just one last question.

Have you found that sometimes leaders don't want to deal with any employee drama, they just bring it to HR?

Yeah.

Yeah, that happens.

But you know what?

Every leader is like that too.

Leaders don't have problems for long.

And sometimes a leader will actually dismiss a problem in order for it to not be a problem.

And to us, maybe it's not the right thing.

To them, maybe it is.

We don't always see what a leader is going through.

We don't always know all the secrets.

That's the reason why they're kind of in leadership.

But when there are major issues, massive major issues that get pushed aside or swept under, I remember a long time ago, I had a CEO that when I was a Director of Human Resources, we had a situation and we had a senior level employee that in one week, I got several complaints about his behavior towards people.

So I walked in, pulled in the top two of the headshed and I sat down with them.

And I said, listen, I know he's very valuable to you guys, but I need to tell you that I've had this report, this report, this complaint, this issue, this, this, this all in one week.

And immediately they dismissed it.

They said, well, it's just changing times.

I'm like, no, no, that's not it.

And we went back and forth.

And I'm like, we have to deal with this.

And they said, well, it's just people just, they just need to chill out.

And I stopped them and I said, listen, and they know that when I go this way, when I hit my limit, I will say this.

And I said, I would not be doing my job, protecting you and this company, if I did not tell you this.

And that has always gotten their attention, but they still decided not to do anything with it.

I left the company and a year and a half later, they wound up terminating him for exactly the same reasons that I brought to the table.

When they could have saved 18 months of that, if they had listened to you.

Yeah.

But you know what?

Again, we don't always get it right in business.

We don't.

I don't know the series of events that took place.

I just know that he got terminated and I know he got terminated for cause, but we don't know if they got it, gave him a chance and he failed.

We just don't know.

That's the other piece too, is that just because an employee may not necessarily see what has happened behind closed doors, doesn't always mean that it hasn't happened.

Because remember, I said earlier, employers are up against individual will.

If somebody is stepping out of line and they get really good at hiding it from the leader, but everybody else sees it, do the employees that see the shenanigans, think that the person is just not a good individual, or do they believe that leadership hasn't addressed it because it continues on?

And that happens.

It's not uncommon.

So it's not always on the leader.

And then you have leaders that might leave me.

It's like, I have no tolerance for this whatsoever.

If I hear of it, you're out.

It's really funny.

I'm an HR person.

I have no problems firing people for not stepping up and being and meeting expectations.

Especially if they've been communicated when you get started, so you know exactly what's expected of you.

Yeah.

I learned years ago that as a leader, if you have two adults who are constantly bickering back and forth to each other, and they start running into your office again.

I coach my clients on this.

If you have this, then here's what you say.

And you stand firm on this.

It's like, you guys are adults.

My job is not here to babysit an adult relationship.

I expect you guys to figure it out, period.

And if you don't figure out, you're not going to like how I'm going to respond to it.

So go have a meeting, sit down, find mutual ground that you guys can work together.

And this is what I expect.

Nine times out of ten, they've done it.

Because they're grownups.

They're grownups.

They're grownups.

Yeah.

People want to be treated like grownups, but we don't always do that.

We tend to want to solve other people's problems, and it may not be your problem to solve.

But that doesn't mean that you can't hold them to the expectation.

And that is skill right there.

That is like a little nerve-racking, because when you're putting people through that process, you really don't know what the outcome is going to be, but you have to have levels of faith in it, right?

Yeah.

Yeah.

It's a gamble.

I need to call 911 for somebody, please.

I'm kidding.

Brenda Neckvatal from Virginia Beach.

This has been really fun.

Thank you so much for sharing your expectations and experiences before you go.

First, please tell us about your two books and where we can find them.

Yes.

Well, thank you very much for that.

I appreciate it.

So you can find the book on amazon.com.

It's called Mission Ready, Building High-Performing Teams from the Battlefield to the Boardroom.

It's written by myself and co-authored by William Branum, who's a retired Navy SEAL.

And if you want to connect with me, you are more than welcome to do so.

And matter of fact, when you do connect with me, I have a gift for your listeners.

Yes.

And I've already shared with you part of it.

It is three Impact Scripts.

I call them Impact Scripts.

So if you go to yobrinda.com, because it's a lot easier to spell than my name.

If you go to yobrinda.com, fill out your information, connect with me there.

Tell me what it was that you liked the most, because there's a little spot for you to do that.

Tell me what left you like, oh, in today's episode.

And definitely check your email, make sure there's no spam.

But I'm gonna send you a link where you can go take these Impact scripts.

I've already given you guys one of them, and that is tell me what you want to see coming from this.

So the other two scripts are absolutely amazing.

I've been using them for years.

They're extremely successful.

You can use them in a wide variety of situations.

Yeah, it's a lot of over-deliver.

It's just absolutely awesome.

So it's the one thing that I've been teaching people forever.

I'm like, why don't I just put it into a little mini course?

And so that I did, it's totally free.

You guys are welcome to it.

We are so thankful for the free gift of scripts at yobrenda.com.

yobrenda.com.

yobrenda.com and the book is Mission Ready on Amazon.

Brenda Neckvatal, this has been fun.

Thank you so much for being on our show today.

Thank you so much, Roberta.

My absolute pleasure.

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