Molly Claire 00:39

Hello, everyone. Welcome to this week's episode. I cannot believe that it is 2026 already. I am so thrilled for all that is to come in the year ahead in the Life, Mastered podcast. I have some incredible guests that I will be bringing to you, some incredible stories that I will be sharing, and some incredible concepts and tools that can help you with your own journey of self-mastery. It's going to be a great year, and I'm so thrilled that you are here with me. Today, you are going to hear an interview that I recorded with David Dye. David helps human-centered leaders with practical tools for having good conversations, for conflict resolution. I will tell you that my conversation with David stands out to me as one of my favorites, in particular because you can hear and feel in every bit of this conversation just how passionate he is about helping people to have a better understanding of one another. One of the things that I asked David in this interview is, how did you first know that this was kind of for you, that this was a space that you wanted to be in? And he talked about being a kid and realizing that even then he saw the value in people better understanding one another. So he's an incredible person, an incredible leader, and an incredible leader of leaders. So let's go ahead and dive into this conversation with David Dye. Welcome everyone to this week's episode of Life, Mastered. I am really excited for this conversation with David Dye. Welcome to the podcast, David.

​

David Dye 02:27

Pleasure to be with you, Molly. Thanks for having me.

​

Molly Claire 02:30

This conversation is so important in my opinion in so many ways because as you're going to soon find out, we're talking about moving from conflict to collaboration and, you know, the ways that we communicate or don't communicate in our professional life, in our personal life is a big deal. And I think that the truth is that if we could work on better communication, it would change a lot of things and make life a lot easier. So this is what we're going to be talking about today. But David, please tell my audience a little bit about you, what you do, why you do it.

​

David Dye 03:10

All right. Well, so I'm the president of a global leadership consultancy. Our name is Let's Grow Leaders, and we focus on human-centered leadership skills, very practical tools and skills and strategies for human-centered leaders. And what I mean by that are people who want to achieve those results, whether when we talk about results, there's nonprofit results, government results, and of course, for-profit results, but doing it in a way where people grow and thrive. And so we're trying to create those results-oriented, human-centered cultures. And so that's what we do as our main work.So in that vein, I've written a number of books, the most recent of them we're talking about today, powerful phrases for dealing with workplace conflict. And so that's the work that we do.

​

Molly Claire 03:55

Mm hmm. I love it. And the question that came up for me is, I'd love to understand on a personal note from you, what is it that's really drawn you to this, you know, human-centered leadership and really the passion for the work that you do specifically?

​

David Dye 04:13

I love that question, Molly, um, boy, origin story, you know, go all the way back to, and this is not a joke or an exaggeration. When I was 11 years old, uh, I remember scrolling on a notepad and I had it on my dresser that I just left it there for awhile, this question of how do people best work together, like, and I don't know what 11, 12 year olds asking that question, but it was a question that occurred to me and has stuck with me for many, many years. And so early in my career, when I was an individual contributor and then leading a team of three people, um, I didn't have a lot of leadership development, like very, very little, nobody was teaching me any of this. I was in human, uh, human service nonprofit organization at the time. So I went to the library, I'd check out a shelf at a time and read anything I could. And eventually as I educated myself, people started asking me questions as I got hopefully better at what I was doing. And then, um, I would start sharing answers and I chair, well, there's this book here and you can read this. And finally, one guy says, David, if you give me another book, just tell me the answer and, uh, I said, Oh, okay. I jot, I can do that for you. And, uh, uh, from there I started doing a lot more intentional leadership development inside the organization. And then as we expanded around the country, and I really just have a passion and a compassion for leaders, for managers, because it's such a vital, important role.

​

Molly Claire 05:40

Mm-hmm.

​

David Dye 05:40

So many of the, you know, if you're doing a university style course on this, you don't learn any of the, how do you actually do the human side of this job? And so to do that well, and in a really practical way has, it's been a motivator for me for, for decades, it really.

​

Molly Claire 05:57

Yeah, yeah.

​

David Dye 05:59

Uh, that's where, that's where my motivation comes from. My school hard knocks. Like I learned the hard way, made all the mistakes, things I wished I would have known earlier, so let me give those to somebody before.

​

Molly Claire 06:11

Well, you know, I love this. And what I want to highlight about this, it just stands out to me so much is this, you clearly have a gift for what you do. I've had, you know, I haven't known you a long time, but I've had enough conversation with you to know and feel and sense that, that you really are gifted in this work that you do and that you really care about it. And, you know, when you talk about that story of you being 11, it reminds me of things I've looked back on and have seen that what I do now always existed in me. And so I just, I want to highlight this because, you know, as, as my listeners are here, all of you are here because you, you know, that you really want to exemplify the best traits within you, your best qualities. And I truly believe that when we pay attention to what we feel and what is in us and what we feel called to and lean into it, I think we can really have the biggest impact.

​

David Dye 07:08

Absolutely. Absolutely. That's where it's going to come from for sure.

​

Molly Claire 07:11

Yeah, yeah, so I love this. OK, so let's talk a little bit about, I know you have a book, Powerful Phrases, where you're really focusing on moving from conflict to collaboration. Let's talk about this. Tell us more about this book.

​

David Dye 07:28

Well, the first thing I want to say on this is that because people hear the word conflict and immediately there's that, and it's honestly, it's why the publisher has the word conflict in big letters on the top of the book, right? Is we love, we love Harper Collins. They've done a great job with this book for, so shout out to our publisher. But, um, the, the idea of conflict immediately makes some people go, oh, and we cringe. The reality is when we're thinking that way, what we're thinking about is destructive conflict. It's the kind that's unhealthy. No one needs any more than that of that.What we need is constructive conflict. We need productive disagreements, productive times where we're looking at the same problem and bringing all of our different expertise, opinion, perspective, and experience to the table. Well, another word for productive conflict is collaboration. And so when we talk about moving from conflict to collaboration, what I'm, hopefully what we're moving away from is destructive conflict where we don't know what to do in those situations. And to productive collaboration. And so that's why we wrote the book was to equip people really practically speaking, how do you do that? Whether you're an individual contributor team member, whether you're the CEO of the company, they're the same skills.

​

Molly Claire 08:40

Mm-hmm. Mm-hmm. And you know, I love that you brought this up around the word conflict. So many times, you know when I'm working with my clients and talking through, you know, their interpersonal relationships, that communication. So many people see conflict or a difference of opinion as a really scary thing, something we don't want to deal with when really and I'm you know, obviously you subscribed to this as well, and the way you were talking about it. It's kind of like when we can go to a place where we can meet where the mismatches where the misalignment is where the misunderstanding is and we can look at it with eyes of being on the same team. That really is where there's so much opportunity, right? And I know that your book is more focused on the workplace and I want to talk about that and also get your take on the personal space. But you know, I immediately just think in our personal lives and especially in these close relationships what a gift to be able to address these things that could otherwise bring division and actually bring so much more connection, which is what we all want, right?

​

David Dye 09:57

Yeah. And Connections, actually, when we talk about how to do this and whether it's personal or professional, we in the works that I should mention, the book is based on research that we did for five survey, 5000 plus over 5000 people, 46 different countries, all 50 United States. So really extensive. And there are four dimensions that we talk about that go into this movement towards productive relationships and collaboration. And you just mentioned the first one, it's connection. Do we really know each other as human beings? The second one is clarity. Are we working from a shared script? Do we have a shared understanding of success, what success does, how we achieve it, all those things? And so often the answer is no. And it's one of the biggest challenges we face as human beings. The third dimension is curiosity. And so we genuinely seeking out open to one another's perspectives, what's possible. And then the fourth dimension is commitment. And this isn't an act of willpower. This is, do we have a clear shared agreement? And are we following through? And follow through either looks like celebration and high fives or accountability, like, hey, we didn't do what we said we were going to live. What did we learn from that? How can we do it next time? Do we renew now? You know, those kinds of things.

​

Molly Claire 11:06

Mm-hmm. Yeah, I love that those those four pieces and that the thing that came to mind for me is that, tell me what you think about this, I think a big reason why, well, there are many reasons why conflict can feel scary for sure now I'm like having all of these, you know, thoughts come to me about the many different layers that come up for my clients but one thing in particular is we can often be afraid that we're going to lose out or that we're not going to be heard, that our perspective won't matter. And you know as you're talking about these four pieces, I'm thinking about how valuable it is for there to be a process where I get to bring myself to the table, right and they get to bring themselves to the table and it truly feels like I have a voice here which I think is a really big deal in terms of helping people to lower their defenses and participate.

​

David Dye 12:05

And, and part of this is, and so just to validate what you said, that's my biggest concern. Like whenever I'm in a conflict is like, am I going to be hurt? Am I going to get my perspective out here? You know, that concern that I'm not now with skill, we can do it. If we take, and it only, the cool part is it only takes one person to take responsibility for the conversation. And so we call the book powerful phrases because we have really specific phrases that you can use and for, you know, in a short form conversation like this, there are 12 of them that we call the goats greatest of all time, powerful phrases. And so specific phrases we can use to do exactly what you just said. And for a listener, as you're hearing a couple of these, they might sound counterintuitive. Like, well, now wait a minute, you're asking the other person, their perspective, where are you getting yours in? But by taking responsibility for the conversation and inviting theirs in intentionally, I am then giving myself the opportunity to share as well. So just to give you two examples, a connection phrase, very simple, three words, tell me more. Talking to somebody, they're clearly, they're a little fired up. There's something going on. There's like, tell me more. And in doing that, I am multi-level one, I'm communicating, I care about what they have to say to, I'm getting more information into the conversation so that I can know where they're coming from. And so on. Another one, a curiosity phrase, this was, I use this one. I committed to this for 2024 was my year of this phrase. Just one phrase, I'm going to try to use this as often as I can to show up with more curiosity. How does this look from your perspective? And again, such a powerful way to take responsibility for the conversation, I'm getting their perspective, I'm learning something I didn't know. And what I'm doing is giving myself the ability to craft a better solution because now I know what they need out of this situation or what their viewpoint is. But here's the thing for going back to our original concern, am I going to get mine in there? Now I can. Wow. So what I hear you saying is this, which is another phrase, check for understanding. What I hear you saying is this, do I have that right? Yeah, yeah. Okay. And thank you for that. And here's how I see it. Here's how it's looking for me. And now I've got my perspective in there as well. So let's now move to solutions and start talking about, how do you think we can address this in a way that could work for both of us?

​

Molly Claire 14:28

Mm-hmm. Mm-hmm. I mean just all of the languages, of course the collaboration is the word used, but it is this collaborative language. And one of the things that comes immediately to my mind with both of those connection questions, you know from a from a nervous system perspective from a you know am I going into protective mode perspective that just by asking someone to share how they feel and when they're able to name their feelings give their perspective it immediately lowers their defenses, it immediately brings them down to a place where there can be more openness.

​

David Dye 15:10

Yeah, it does that for them. And the cool part is we can do it for ourselves too, which is one of the reasons that I love that. How does this look from your perspective question? Because when I'm fired up and I'm like, and my amygdala hind brains going off, if I can just force the words out of my mouth, it automatically draws me into that front cortex. And so that's a curiosity. It's a different part of my brain. And so it lessens the grip. It lessens the intensity of those emotions that I'm experiencing opens the door. And so we can do that both ways. And now both of us have come down a notch and we're opening the door to something more productive.

​

Molly Claire 15:48

Right, right. And, you know, you said this as well, but I want to highlight this again. Also, as we're gathering information and understanding the other person's perspective, we can more clearly articulate as well how we're seeing things now that we have the bigger context or that perspective there as well, right? So that as we're explaining our perspective, we're at least understanding where they're coming from. Otherwise, we can completely, it's that whole thing of, right? Listen first to understand, because if we're not understanding, then we're both just waiting for our turn to say something and we go right past each other.

​

David Dye 16:27

Absolutely, absolutely. This idea of understanding is if I had to choose one leadership skill or one communication skill, when we say leadership, I don't just mean positional leadership, one communication skill, it would be what I call checking for understanding. Here's what I hear you saying, do I have that right? Over the flip side, what is your understanding of what I'm saying? And if we can invest in that, I mean, it saves so much headache, heartache, frustration, wasted time, hour. I mean, there's just so much good it will do. I always say if people only listen to one episode of my podcast, Leadership Without Losing Your Soul, episode 275, that's all I talk about in that episode is this notion of how do we do mutual understanding? It's so critical.

​

Molly Claire 17:16

And I think also, I mean, this is what came to my mind because, you know, for a living, I listened to my clients, their thoughts, their perspectives, right? And especially when I'm training my coaches and I'm helping them to learn how to effectively work with their clients and their thoughts and everything. It's very easy for us to think that we know what a client needs or we know what we hear, right? And we can, we can kind of check the file in our brain, like, Oh, I know what advice they need. I've heard this story before and yet we're just wrong. So what I always say is like, when I ask my clients a question, when I'm coaching a client and I'm asking them a question, I never know what the answer is. I never actually know what's going on for any one individual person. Even if I have worked with 500 people on the same topic or thing happening, every individual is going to be different. And so I think it's, and I don't think we realize how many assumptions that we make. And of course we do, right? Of course, because we're all just trying to make sense of the world with our own framework. But truly the more questions we can ask and understand that the person in front of you is going to have their own nuanced view and their own frame of the world. And can you really understand it with that deep curiosity? It's, it's everything.

​

David Dye 18:46

Yeah, it really is. And you know, for me, it's that awareness of I cannot possibly know what they're thinking or what their perspective is. It's impossible because they're a different person.

​

Molly Claire 18:59

That's right.

​

David Dye 19:00

Even when I ask, I'm still going to have a limited understanding, but I'm sure going to have a lot more to work with.

​

Molly Claire 19:04

Mm-hmm. Yeah, that's right. That's absolutely right and having a teenage daughter all the conversations I always you know think that I'm so grateful that I have the ability to understand myself and my emotions and regulate and know all of these things because it's a super skill that comes in very handy regularly.

​

David Dye 19:25

I'm laughing because our youngest just turned 20, so we no longer have any teenagers just this week. But just a couple months ago, of course, he's familiar with our work in the book and everything. And we were giving him a hard time in a situation where we thought, well, why don't you do this? It seems to make all the sense in the world. And he says, hey, parents, how does this look from my perspective? You want to get curious? And we were like, oh, why, yes, we do, Sebastian. Go ahead and thank you for reminding us of our own perspective here and how does it look from your perspective? And he had a really good, well-thought-out, well-reasoned approach to what he was doing, of course. That's if we just would have asked.

​

Molly Claire 20:09

Yeah, yeah. So and I want to talk more about some of the specific phrases. So I know the last two that are the two that you offered were connection phrases. So are there phrases within each of these four categories? Okay.

​

David Dye 20:22

So tell me more is a connection phrase. I really care about you or I really care about this team, this project, this whatever we're doing and I'm confident we can come up with solution here. We're another connection one is reflect to connect and so this is acknowledging what we're hearing checking in so it sounds like you're really frustrated. It sounds like you're feeling unheard or it sounds like you're feeling mistreated. Here, sounds like you're really excited about this opportunity. Whatever emotion we're picking up, reflect it back and then check in yes, sounds like you're feeling really blank. Is that right? Am I picking that up correctly? We never want to tell somebody how they're feeling, Molly. You're feeling angry I know because that's just obnoxious. I can't know how you're feeling, but I can know what I'm perceiving and then check and then see and it does what you were saying earlier. It lowers the intensity of that because now the person's been seen, opens the door to continue conversation. So those are connection phrases. Clarity, we haven't talked a ton about clarity, but I did mention checking for understanding which is hey, here's what I hear you saying Do I have that right? One of the other super super powerful clarity phrases is what would a successful outcome do for you?

​

Molly Claire 21:33

Mmm.

​

David Dye 21:35

So often we get locked in these arguments and conflicts based on whatever somebody's saying or asking for, but it's not what they actually need. And so how do we get underneath that? And that's what this question does. What would a successful outcome do for you? So you've got an employee team member who is signing up to work with you and they're really gung-ho about this project. And do you know what they need out of this work? Do you know what they need out of this engagement? It may be very different from whatever your assumption might be. So that's a great way to ask and learn. And then you can put yours in too. All right. So what I hear you saying is that you, what successful outcome would do for you is that it gets you home for your family on the weekends because you have not had that for the last six months and you really need that. Um, here's what I need out of this project. What I'm really needing, um, what a successful outcome would do for me is it gives our CEO a chance to see my genius. So if I could answer some of the tough questions when we do our presentation, well, now we both know a successful outcome does. So that's a clarity question. That's incredibly powerful.

​

Molly Claire 22:42

And especially, I mean, as you were saying it, that's a question we need to ask ourselves first anyway, because do we even know, right? Do we know what success looks like?

​

David Dye 22:49

Often, we assume for ourselves.

​

Molly Claire 22:51

Yeah, yeah. So what a great question to ask for ourselves. And then to get that clarity of the other person, and then it becomes so collaborative in the sense that you're kind of setting it up to both look out for one another, right? And be an advocate for yourself and what you want and be on the same team as the other person.

​

David Dye 23:12

Absolutely. And when you find that they are really disparate and they're really wide apart, then you can have the follow-up conversation there. It's like, so how do you think we can address this? How can we find a way? I know it would be great if you're talking to somebody who's like, what I need is, I need this resolved instantly. And you're like, well, what I need is I need this resolved 100% accurately. And it's like, okay, well, let's talk about how can we get a good measure of both? It's not going to be all of one or the other. So let's figure out what could that look like for us? If we don't start with the acknowledgement of what those needs are, we're really in a, in a bind. So clarity questions, clarity questions. I mentioned, what does this look like from your perspective? That's a great curiosity question. I'll go to commitment because this is where we so often drop the ball. We have a great conversation. We feel like we've done so good and we never create an actual follow through. And two weeks later, we're back in the same situation to avoid two things. We want to get real specific. What's a specific next step we can both commit to on this thing, whatever we just agreed to. And then a second one, I call this schedule to finish, which is putting something on both of our calendars where we're going to spend at least 10 or 15 minutes talking to one another, either on the phone in person or virtually about whatever commitment we made and what we learned, how we did, did, did it go the way we hoped? If not, what can we do to solve for it? If it did, let's again, celebrate high five. And that process increases our trust and accountability. It increases the likelihood we follow through because we're looking at our counter going, Oh, I'm going to be talking to Molly about this in two weeks. I better do it.

​

Molly Claire 24:57

Right, right.

​

David Dye 24:58

And then if we don't, we've got a built-in chance to talk about it, as opposed to just letting it slide in our trusted roads.

​

Molly Claire 25:05

Mm-hmm. Yeah, I love that. It just helps us to stay accountable. It helps us to close the loop. It helps us to follow through. Yeah

​

David Dye 25:13

And the other thing it does is it forces us to look at are we taking on too much. So, you know, I know when we're talking about resilience, right? How are we managing our commitments? And just saying yes to everything is not being a team player. That's saying, oh, I'm dropping something. We just don't know what it's going to be.

​

Molly Claire 25:29

It'll be a surprise .

​

David Dye 25:30

It'll be a surprise to all of us, so instead, let's have that conversation up front.

​

Molly Claire 25:34

Yeah, yeah. Well, this is fantastic. And I will, of course, have a link to the book in the show notes. And in a minute, we'll have you tell everyone where they can find you. But a couple other things I just want to ask you, I would love to know, you know, for all of you listening here, you seem like good ideas, good concepts. But let's really talk about what's possible, when people really embrace this, when they really lean in. And they're creating this collaboration. What does that look like?

​

David Dye 26:08

I want to give you two quick anecdotes along those lines. So the first one is when I didn't do this right. So early in my career, I was leading the team of three CEO comes to me and says, David, I need you to be in this involved in this marketing event. Need your whole team in here. And, uh, I was angry because once I learned what he was doing, I felt it lacked integrity. I didn't like the way he was promoting it. I didn't want to have my fingerprints on it. I hated it. I hated the whole idea. And of course I didn't say anything. Why? Well, he's a CEO. What can I say? Who am I? And I stood instead anxiety, sleepless nights, three nights of just until finally on day four, I didn't use any of these phrases. I just popped my cork. I don't like this. I don't want to be a part of this. And of course I thought I was going to get fired. And, but that's not what happened to his credit and to my education. CEO said, David, I really don't see it that way. I don't think it lacks integrity at all, but I don't want you violating your integrity. And then he asked me the question I should have thought about from the beginning. He says, we have to do this. We got to this, there has to be this thing, but how can we do it in a way that works for you to keep your integrity. Took me 10 seconds to think of an answer. Like 10 seconds later, I'm like, whoa, what if we did this? He's like, yeah, okay. No problem. Let's do it. Like, are you kidding me? How long did I waste? How much emotional energy did I waste? Why? Because I was having this imaginary conversation in my head. Where if I had just had a real con or even imperfectly done, if I had just had a real conversation, what was possible on the other end? So not the greatest example, but still learn from it.

​

Molly Claire 27:48

Yeah, and what a great leader. What a great example.

​

David Dye 27:55

I learned a ton. After powerful phrases had come out, one of our clients was having a conversation. This is a mid-level leader. He was having a conflict in his own head, as it turned out, about some different things going on at work. We walked through some of these phrases and how to approach it with his leadership. I get a text from this guy the next day. His name is what we'll call him, Joe. I get a tattoo. Tell me more, Joe. Tell me more. What's the tattoo going to say? He said, tattoo is going to say, just have the conversation. I said, so it went well. He's like, I didn't get everything I wanted, but I got 90%. I was heard there was no conflict at all. All of the stuff is just so much of it we carry up here. What's possible when we open the door and actually have the conversation? Likely, you're going to find out a lot more is possible than you thought, but let's take the worst-case scenario because this is what our imagined fears are always. The worst-case scenario, I'm dealing with a psychopath. I'm dealing with a crazy person. I'm dealing with somebody who's just really, they wake up in the morning trying to figure out how to torture people. That's the worst imagination. Let's say that it's true. Here's the thing. Before you had the conversation, you didn't know that. You were imagining it. You're all the stuff in our brain that we spin around on. Once you have the conversation, if that is actually true, now you have concrete data that you can do something with. Now you can make some different decisions for yourself about that partner, about that business, about that romantic relation. It doesn't matter what it is we're talking about. Now we can make some different decisions, but we didn't have the data before. That's the power of having the conversation.

​

Molly Claire 29:48

Yeah, yeah, I love both of those examples. And as you're talking, what's really coming to my mind is that I think that I believe you said this a few minutes ago here. I know we had some conversation, you know, before recording so, but you know, that it really takes one person to shift a dynamic, one person to create a change. Now, in a partnership, right? Both people have to come to the table. I'm a huge believer in that. And I think that for everyone here listening, wherever it is that you see that there has been unresolved conflict or conflicts that seem to come up and create a divide, and you're curious about this, I think there is a lot of power in getting this book, taking this advice in, right? And I'm thinking, how can I really lean into taking ownership of giving this a try, trusting this process and being willing to have greater understanding of the other person? Because I think if we're willing to do that, only good can come from it. It may not be easy. It may reveal things we don't like, but only good can come of it the more the more we see.

​

David Dye 31:01

100%. And on that note, a big believer in that. And while we can take responsibility for our part of the conversation and then invite people in and all have that and make that work, if you're in a leadership type of situation or you're a part of a team, we've also made it really easy for you to guide everyone in that team through this conversation. We actually have a 20, 30, 40 page PDF, completely free download. You can go to conflictphrases.com and get the, and there's an entire download, walks you through all 12 of those goat phrases that we were just talking about, common conflict cocktails that you might be experiencing. It gives you the words and the way to have those conversations together so that you really can show up in partnership on these things.

​

Molly Claire 31:47

Yeah. I mean, I love that. That's so powerful. And we'll have all of this in the show notes, of course, you can all, you know, get your hands on it. And it's kind of like because I think sometimes these situations can feel more difficult to us than they are because they seem so mysterious as if there's no solution. And so that's what I love about this. There are plenty of solutions. And in fact, here are some examples so you can really see and understand you're not alone in what you're experiencing.

​

David Dye 32:13

Absolutely.

​

Molly Claire 32:15

Well, this has been fantastic. So tell my listeners, where can they find you? Where can they find the book?

​

David Dye 32:23

Powerful Phrases for Dealing with Workplace Conflict is the name of the book and it's available everywhere books are sold. You can also get an audio version if you like listening to your books. There's a very popular version of this. It's narrated by myself and my wife, Karen Hurt. We wrote it together. So yes, working together and writing together and being married. You can imagine all the opportunity for us to practice all that we teach. And so that's available everywhere. Also, the book really goes through. It's meant to be both a guide, a how-to, but then also you can turn to the specific challenge you're having at work. So you've got a micromanager boss. You've got a passive aggressor. You've got a gossip bully. Any of those situations give you the specific words to use. You can find us at letsgrowleaders.com is our website. And again, that download that I mentioned that you can use to walk through with your team. All of these kinds of skills is conflictphrases.com.

​

Molly Claire 33:19

Perfect. Thank you so much again for this conversation.

​

David Dye 33:23

Pleasure Molly. Thank you for having me. I really appreciate it.

​

Molly Claire 33:25

It's been so fantastic. And, you know, to all of you listening, just really take this to heart. Even if you just take one thing, what's one small phrase, one small way that you can open up really wanting to understand another perspective. You know, I have been in, I always say, I have been in thousands and thousands of brains. I hear the thought patterns going on. I hear the perspectives and I have yet to meet two people who are exactly alike. So we've got to learn more of that perspective. It truly is the key to cooperation, to growth, connection, and all the things we really want. So such a great episode. Thanks again, David. And I'll talk with you all next week.