LEADERSHIP Unblocked: The 7 Beliefs Sabotaging Your Abilities with Muriel Wilkins (ep. 214)

So many things are out of our control, and it's okay. That's life, you know? That's life. I can't drive the weather story today, you know, but I can drive the story I tell myself about the weather. That's the difference and how I drive. That story about the weather will change how I experience it without the weather changing. That was Muriel Wilkins, author of Leadership Unblocked. I recently attended a book talk where I saw Muriel talk about her new book. And I decided right there and then that I need to get her on the Talk About Talk podcast. Her book is called Leadership Unblocked. In this book, she shares seven hidden blockers or hidden beliefs that can sabotage your success as a leader. In the conversation that you're about to hear, you're going to learn how to identify your blockers and what to do about them. Let's do this. Let's talk about talk. Let me introduce myself. My name is Dr. Andrea Wojnicki, and I'm an executive communication coach. Coach. Here at Talk About Talk. I coach ambitious leaders and aspiring leaders to communicate with confidence and credibility so they can make an impact and achieve their career goals. Please check out the website@talkabouttalk.com to learn more about everything we do. That's talkabouttalk.com. Before we get into the interview with Muriel, I want to share the seven blockers with you. So here's what I want you to do. If you can close your eyes, not if you're driving, obviously, or even if you're walking. But the point is, I encourage you to take a breath and focus. I'm going to read the seven blockers. These are beliefs that you might have, and some of them might be strong beliefs, and some might be things that come up for you a lot. So as I read them, I want you to compare them to each other and ask yourself, does this resonate for me? I can tell you for myself that many of these blockers personally resonate. Okay? The first blocker is, I need to be involved. Number two, I know I'm right. Number three, I cannot make a mistake. Number four, I need it done now. Number five, if I can do it, you can do it. Number six, I can't say no. And number seven, I don't belong here. That's it. That's the seven. You can find them listed in the show notes. I encourage you to take a look at them there. Now let me introduce Muriel. Muriel M. Wilkins is the founder and CEO of the leadership advisory firm Paravis Partners. She's a Sought after trusted advisor and executive coach to high performing C suite and senior executives who turned to her for help in navigating their most complex challenges with clarity and confidence. She's the co author of another book called Own the Room and now the more recently published Leadership Unblocked. She holds an undergraduate degree from Georgetown University and an MBA from Harvard Business School. Here's Muriel. Thank you, Muriel so much for being here to talk with me and the talk about talk listeners about Leadership Unblocked. Thank you. I'm delighted to be here with you. So as I was reading your book and listening to you speak, it occurred to me that each of these blockers can be seen as strengths, but also as weaknesses or as blocks. So right out of the gates, I want to ask you what I think might be a tough question. How can an individual, a leader, tell the difference between what might be a useful habit for them in the past that's helped them succeed and a belief that has now become a liability or a blocker? Yeah, absolutely. So I mean, I think that's the question, right? You have to first pause and ask yourself, is this being helpful to me in this context or is it hindering me? That's how you figure it out. But in order to be able to figure that out, you have to be aware of what these beliefs might be. And I do think there's a difference between, you know, habitual beliefs and habitual behaviors. Most of us tend to focus on habitual behaviors, which is what we do. So if I interrupt, for example, that is a behavior, it's an action, and it might be quite habitual. But what drives that behavior is a belief. Underlying it is a belief. So in order to even change or move on or adapt from a habitual behavior that might not be serving you well, you would be well served to look at what is the belief that might be driving it. And that in fact would is probably habitual belief that I wouldn't say is a liability. It's just more that it's not helping you in this particular moment. So let's use that one as an example. Imagine, and I coach plenty of folks that tell me that they really want to cut down on interrupting, especially when they are promoted into the most senior leadership positions. They want to make sure that their team feels safe to share their ideas and they're not going to be cut off by their boss and so on. So imagine you have a behavior like interrupting that you want to change. You start to ask yourself, what belief is causing me to do this? Can you kind of peel the onion on what that would look like? Yeah, absolutely. I mean, so when I coach clients and they are like, yeah, I kind of would need to tone it down with the interrupting, maybe that came up in their feedback. It's something that they want to change. I'll say, okay, like, think about, you know, the last time that you interrupted in a meeting. What was going through your mind at that time, right? Like, what were you thinking or assuming either about yourself or the other person or about the situation. And it might take, you know, more to kind of like, peel the onion around that. But eventually they typically get to something like, well, I already knew what the answer was, right? So why did we need to keep going around and around and around? I know what the answer is. Or it might be, I just need it to get done. And so there's a level of urgency that they are prioritizing over the conversation. So that saying, I need it done now, which is one of the seven hidden blockers and beliefs that I explore in the book. And the other is, I know the answer, or I know I'm right. Those are beliefs. They're the narrative that we tell ourselves about the situation that at times are helpful. You know, there are times when you have to say, I know the answer. Let's go. And then there are other times where it runs counter to what you're trying to do, I. E. If you're trying to build a conversation where everyone else is speaking up and your weight, you're kind of want them to come up the answer with the answer. Well, then having in the back of your mind, I know the answer, I know the answer, I know the answer. And leading with that doesn't necessarily help. So this is much more around what are the beliefs that you're leading with, rather than, you know, you shouldn't have these beliefs ever. So as you're describing that, Muriel, I was thinking two things. I was thinking, this takes an exceptional level of self awareness, right? Thinking almost like premeditating what the words are going to be or what the behavioral response is going to be, and then forcing yourself to pause and think about what's motivating it. That takes incredible self control and self awareness. The other thing that I'm thinking, I've got the list of the 7 blockers in front of me. And when you read them on a piece of paper, you kind of think, yeah, okay, but when I hear you describe them, and certainly when I read them in the book, I was like, oh, she's talking to me. Because I know all of Those things. I do. And as do I. Yeah. So even the way you've worded them, like, I know they come from your real experience in coaching individual executives. So of the seven, what are the two or three most common hidden blockers that you see? Yeah, the ones that most people probably experience and should tone down, to be honest. Like, the seven are the ones that are most common in my experience. Right. I looked at a sample of 300 leaders that I had worked with over the span of the past 20 years, cross sectors, cross gender, across a lot of things, and tried to identify, number one, where were there common beliefs that got in the way of these leaders being able to lead in a sustainable way, lead at scale, or lead in a way that didn't really drive a lot of the frustration and complexity that they were feeling. And so the number one question was, were there any commonalities? And what I found is, yes, there were commonalities. And then I looked at, okay, well, which ones are the most popular ones? Which ones tend to come up more frequently? And the seven that I offer are the ones. Now, I did not rank them based on the 7. I will say that. That folks sort of see themselves similar to the way that you have. That there's a number of them that resonate, you know, with them. I think that, you know, certainly the one that seems most familiar to people is the I need it done now. Right. Because they're constantly feeling this level of urgency, this level of needing to be productive and essentially is what leads to really feeling burnout. Right. I think these days, because it's all very contextual often. So these days, what I'm finding a lot of is, you know, people are experiencing or. Or calling what they're experiencing, you know, complex. Like, if I read one more post where it's like dealing with complexity and uncertainty. Yeah. What's not complex or uncertain? Exactly. And complex is as complex as we make it. You know, I mean, that's the way I think about it. And so in with that ecosystem and the way that sort of people are experiencing a lot of things right now, everything from the economy to geopolitical to AI. Right. Just feels like, oh, my God, this is overwhelming. What I'm finding is that the belief of I can't make a mistake is coming up a lot. Right. So when we're faced with uncertainty, the belief of I can't make a mistake actually pops its head up for very good reason. It's trying to protect us, and it doesn't necessarily serve us. When you're in a Leadership capacity. Because part of what you're doing as leading is trying to move forward in the face of uncertainty. So it's all very contextual. Bringing it back to your original question, it'd be hard for me to say these are them because it's very dynamic based on what you're facing, the situation, the people, and even the macro context. So that's fair. And my next question was going to be, which one or more of these do folks struggle with when they've identified it? But you were just talking about in the context when the stakes are high, which seems to be always nowadays. Right. The I can't make a mistake. I can just imagine listeners being like, yeah, like every day, every decision that I make, I can't make a mistake. And so let's just drill down on that one for a minute. What do the behaviors look like that come out of I can't make a mistake. Oh, boy. So lack of making decisions. Okay. Procrastinating a level of perfectionism, meaning to the nth degree of trying to get things right, trying to gather information and becoming caught up in analysis paralysis, creating bottlenecks in really just moving initiatives forward. What else do you want? I mean, those are the symptoms, and we've all experienced them either ourselves or at the, you know, the mercy of being led or with peers who are experiencing this or sometimes even direct reports. Right. Those are the ones that tend to come up. So imagine I am or you are this leader. You know, the stakes are high. You know, you have a tendency to be blocked by. I need to get it right. I need to make the perfect decision every time, you know, that that may lead to analysis paralysis. How do you get out of that box? Yeah, I mean, the first is deciding, do you want a different outcome? Right. Because if you're happy in analysis paralysis, then go forward. Right. Keep believing. I can't make a mistake. It's serving you very well because it's meeting your desired outcome. If you're. If your desired outcome. If a client comes to me or I'm working with somebody and they're like, I really want to be able to drive this to the end zone. This project that we have or this decision that we need to make. And I feel like I can't make a mistake. Those two don't add up. They're not in alignment. The belief is not in alignment with the direct outcome, with the desired outcome. So how do you work through that? The first part is identifying are the assumptions that I'm making about myself, about others, about the situation. In this case, it's maybe the situation. I can't make a mistake about the situation. To what extent is that getting in the way of the desired outcome of the goal? Right. And if it is hindering it, then you have to identify, okay, that's the unblocking piece of it. How do I reframe the belief so that it is more aligned or increases the probability that, that I get to that goal, which is around making the decision. And so maybe the reframe is something like I'm trying to make the most efficient decision possible. Right. Our goal is efficiency, not failure proof. Or we will make a decision based on mistakes that we could live with. Right. What is the level of risk associated? You know, we can make mistake. We can't make mistakes on things that are high risk and we have wiggle room on things that are lower risk. And that's what's driving us. So you could pick a plethora of reframes. And it's very important that I don't feed my clients what the reframe is. They need to own it because it has to be real for them. And it's not something that they make up, but it's something that they can hold while understanding that there might be other situations where the I can't make mistake belief is absolutely on point. Right. I mean, if you're a surgeon, I want you to have the belief I can't make a mistake. You know, I mean. Yes. Um, and I also don't want you if, you know, depending on the type of surgeon you are, if I'm laying there on the table and it's an emergency, at some point you've got to put a stake in the ground around what are you doing. Right. You can't get into analysis paralysis either. So it's the both and around those beliefs. And that really is the key. The key is understanding that it's not black or white. It's not like I have to operate in this narrow set of beliefs. It's understanding that there's a whole range of them. And your ability to deal with more complex situations is when you can have both be true at the same time. I can't make a mistake and I have to move forward. So what's the path for that? Yeah, so. So I guess thinking about these blockers can feel overwhelming. But you're offering first of all a categorization of the blockers. And if someone chooses to be self aware enough to question their behaviors and then question their underlying assumptions, what the blockers might be in the context. So this is the other thing, right. Like it's drilling down or focusing and then expanding their view to, okay, what's going on in this context? Are we really under the gun or is it okay for us to wait another week to make this decision? So it's about self awareness. It's being acutely aware of the environment and the context and. Wow. Yeah. I mean, in a way, like, I think that this is what being mindful is. Right? Right. And strategic. And strategic. And strategic. Here's the thing. We do it all. You. You brought up the word strategic. We do it all the time when it comes to our businesses and organizations. Right. Every year we go through. Or whatever, every couple years we go through a strategic planning process and we ask ourselves, what do we believe about this organization, where it's going, the economy? Those are all assumptions. They're beliefs. They might be informed beliefs, but they are beliefs. And if you change the assumption, then it might change what your strategy is. Right. It might change what your business model ends up being and what actions you take as an organization. So the same thing holds true for us as an individuals. We know how to do it. We just don't apply it to ourselves. And so, in a sense, like, what I see with the leaders I work with is once they understand the model and that they actually are applying it in other places and it's a matter of applying it for themselves. It's actually not that overwhelming. And they actually then see the power in it, that it helps facilitate a lot of the difficulties that they go through. It enables them to flow with the challenges that they face with a lot more ease rather than, you know, this angst and this frustration and distress and as you said, this feeling overwhelmedness, I think in a big piece of this. And it's why I ended up writing the book. What I have found is that, you know, and I work with people who are really high performers, very successful, quite frankly, they wouldn't need to do anything differently and they'd be fine. But they're just feeling this level of stress and angst and frustration again, this. This weight that they were carrying. And what I find is that when I talk to them about this or when I coach them through this, it's not even though, like, oh, my gosh, I could never do this. It's more that, oh, I didn't even know that was at my disposal. Right. Like, I didn't even recognize this was a tool for me. I was stopping at my actions. I really wasn't questioning the internal operating system. And so even once they discover it, they're like, oh, here's another asset that, that I can leverage. That was really just something that was untested and they weren't even aware that it was there. So it's empowering. I love it. You've turned what they're thinking is a liability in terms of their behavior or the weightiness of the context into something that's more empowering. And again, I think the categorization of the blockers is. It unleashes the opportunity, right? Yeah, exactly. And I mean, and that's the whole point, right? Like, I was like, if I can give people a little, you know, it's like if you go to a restaurant and if they don't show you a menu. Yeah. And they're like, well, what do you want? You're like, I don't, I don't really know. I don't even know what's available to me. And so the 7 was more to say, hey, here, here's your menu. But the work actually is in getting into the practice of identifying them for your own. When you are in situations where you feel stuck or when you're going into high stakes situation, you don't need to do this all the time and know that it's at your disposal. If something is high stakes, if you're feeling stuck, if you're feeling like things are harder than what they ought to be, which is typically the case with my clients, then it's like, okay, like, take a couple minutes to think through how you're thinking about this rather than go straight to what do I do? Right. And this is like a framework or a recipe that can empower. I'm thinking, when I do workshops on dealing with difficult people or in. In particularly challenging context, and I have this like, escalation sequence and, and people come out of those workshops or those sessions saying, I feel so empowered now and such a reduced level of stress because I have a playbook. So that's really what this. It's almost like a playbook. When things are feeling weighty or you're stuck, take a moment, take a breath, ask yourself, what am I doing and why am I doing it? And which of these seven may inform, even at the best, most basic level, like, I'm a big. Tell me one thing that you can do, right? At the basic level, if the only thing you did is ask yourself these three questions when you're feeling stuck or when you're feeling challenged or when you just feel that dissonance, like, oh, this isn't going the way that I think it should be going. If you just ask yourself, what is it that I'm assuming about myself in this situation? What is it that I'm assuming about the other or others? If there are other people involved, what is it that I'm assuming about the situation or about the context? That's even just a start. That is what increases the like, oh, I become aware even of these thoughts. And then over time, then you can go on to step number two, which is in what way are those assumptions actually helping me right now or are they hindering me? And what that does. You know, I love that you used the word empowering is gives you a choice, then you can make a choice. Like I said before, if the I can't make a mistake belief is helping you, right. You love staying analysis paralysis, then go for it. You don't need to change a thing, right? But if it's not, then you have choice. And that's what we all want. You know, that's what agency is. So in a lot of my work, Muriel, I'm focusing on communication skills, but specifically helping people get clarity on their personal brand or their professional identity. Not their personal brand like social media influencer, but more on what is my specific professional identity. And when I looked at these blockers, I was thinking some of them might become associated with or they might be associated with like a part of my identity. Like I am a perfectionist or I am the one that gets things done, right? Or she's, she's the pace setting leader. So do you have any comments about how these blockers may be tied to identity? Oh my gosh, how much time do we have? They are so tied to identity, right? In what way they are tied to identity because the reason why these beliefs are even around and even why say hidden? Okay, they're kind of lurking, not in a negative way. They're lurking because they eventually served you. They what have helped you be successful. And so to me, when I think about identity, identity is actually made up of anything that you are attached to. Okay, if somebody were to ask me, well, what's your identity? I mean, as I mature, I think I am loosening my grip on identity, right? But if I were to really, or I don't hold it tightly, I know what my identity is. I understand that I have to define it for others, for them to understand. But for myself, like back in the day, if I were like, this is what I identify with, it's because I have this attachment to it. And what is that attachment for that attachment is because it's what has helped me be successful in the context that I was in. So let's put that in practical terms. I'll use myself for an example, right? Like one of the hidden blockers that I've had to work with for myself, and it pops up every now and then. It popped up last week, actually, but I was very aware of it, is that I need it done now. Okay. Now, why is that one of my hidden blockers? Well, for a very long period of time, I was rewarded for how fast I could get things done at a great capacity. Like, literally my superpower, my identity, right? My personal brand was I could crank through things and do them. Well. I think you shared this at Rotman, right? I had this, like, capacity to just crank through things. And I thought everybody else was like this. And so, you know, I remember one person was like, no, girl, that's you, right? Like, that is your superpower. So as a superpower, I identified with it very strongly, and it became part of my operating model. And then it was hard to let go of it because it's what had made me a part of what had made me successful. Right. Made me feel worthy, made me feel needed, made me feel safe. Right. If I could get things done, then I would feel okay. But then there became a point where it didn't serve me okay in terms of the impact that it would have on other people that I worked with, the impact that it would have even on my own sense of how I felt, because the frustration when things weren't getting done on my time. And so when it started becoming toxic productivity, then it wasn't serving the folks that I was leading or myself well. And so part of it is detaching not so much from the belief, quite frankly, but detaching from the story that we have about the belief, which is the identity. Right. And the story I had was, I will only be successful if I get things done right away, urgently. Which is why the I need it done now was sort of leading my life in so many ways. So in my work, I talk a lot about feeling empowered to control your narrative. And I wonder if you experienced that when you went through this evolution, if you want to call it that, from being the person that gets it done and gets it done fast, to being the person who's creating a bigger impact, for example. And were you consciously creating a narrative, like, to yourself in terms of your self talk, but also in terms of with others, sharing, like, what you represent, what your identity is, what your brand is? Yeah. I mean, I think the number one story that I had to change was not to other people, it was to myself. Right. And that didn't happen, you know, overnight. It's still happening. I believe that you're always, you know, this is my own opining, but I think part of life is continuing to shape what your story is, you know, and understand that it's a story, so it can be shaped. And I think the flip was, you know, for me is don't let the story drive you. Let you drive the story. And that's the difference. And it's that moment of being able to catch yourself. Is the story driving me or am I driving the story? Because I can drive the story, you know, and it doesn't solve the world's problems. It doesn't solve, you know, change everything else around you. The workload did not go away. Right. But the way that I experienced a workload and the. The way I experienced myself changed, which then creates a different type of leadership approach and way of being in those work situations. Right. So fundamentally, I think when you are a leader and even beyond leading, quite frankly, you have an opportunity to drive the story about yourself. But too many people focus on what is the story that I'm saying about myself out there, and they're not focused on what is the story they're saying about themselves to themselves every single day. So start with you. Start with you. And that's always, to me, the basic. Before you start thinking about what's the story out there. Muriel, you just dropped, like, three bombs that are gonna end up in my book. I was like, keep going, girl. Oh, my God, I love it. The story doesn't drive you. You drive the story. Oh, my God. Yeah. And look, it's one of the few things we have in our control. Like, so many things are out of our control. And it's okay, that's life, you know? That's life. I can't drive the weather story today, you know, but I can drive the story I tell myself about the weather. That's the difference. Okay. And how I drive that story about the weather will change how I experience it without the weather changing. That's right. So it's just simply taking control of the things that you can. Taking control and taking responsibility. And from my perspective, I feel like that is the thin line between approaching things in a mature way versus not, you know, I'm not talking about maturity in terms of. Do you tell bad jokes? I'm talking about maturity in terms of your ability to deal with the complexity and the Uncertainty and the lack of control that we do have out there by taking more control and simplifying and responsibility for the way that you experience it. Because if you can do that, then others will experience you differently as well. Oh, so well put. And that goes right back to the. What are your assumptions about yourself? What are your assumptions about the other person? What are your assumptions about the context, having the self control, the self regulation, the self awareness? To stop in the moment and ask yourself those questions. I. Marielle, this. This is absolutely gold. I want to remind the listeners that in the show notes for this episode, we've listed the seven blockers and also a link to your book. And I strongly encourage all leaders and aspiring leaders to read this book. Can I ask you the three rapid fire questions now? Sure, absolutely. I'm ready. First question. I'm actually not sure what you're going to say here. Are you an introvert or an extrovert? I am an introvert. Oh, are you? I am. I am. I. You know, although I have my thing about introvert, extrovert. And because I actually think there are learned behaviors versus identities, I. I don't think they're identities. I think they are learned behavior. So I have learned to extrovert, but I have very strong introvert energy in terms of where I feel, where I have preference, in terms of how I interact with others and where I get my energy from. Okay, got it. So in other words, you're great on stage, you're fine behind a mic, but you refuel in solitude. Absolutely, Absolutely. I re. I refuel in solitude or in very small numbers. And large numbers are in controlled spaces. There's a level of control which, you know, again, there's. And you hear me sort of hesitating around this because I think I've loosened my grip around introversion, Extroversion. And I actually feel right now I have range between the two pretty fluidly. But what it took was unpacking some of the stories I was telling myself. And in what way was I fulfilling some needs by trying to create this, like, introversion. Extroversion. Right. And so that's why I think once I was able to understand those and loosen the grip a little bit, then it kind of created more fluidity between the two. So I do ask the question as a dichotomy to be provocative. The truth is it's a continuum and most of us are in the middle as an ambivert. But it's always fascinating to hear people's take on it. So the next question is, what are Your communication pet peeves what drives you crazy. What really drives me crazy, I have to be honest, is when somebody makes believe that they're listening to you and interested in what you're saying, and it's very clear that they're not because their whole body language is either moving on to the next thing or they recenter the conversation on themselves very, very quickly. And so it's not even about the interest. I just find that conversation communication is one of the very few real points of connection that we have with other people in terms of it being, and an opportunity for it to be bidirectional. And so when I find that you have this opportunity to actually connect over dialogue and conversation and communication, and it ends up being very unilateral, that's a bit of a pet peeve for me. I hold communication with a high degree of responsibility and stewardship. And so when I find that others aren't doing the same, I'm okay with others not doing the same. Actually, if that's their intent, it's more when it's veiled like, no, actually I'm really interested. And I'm like, no, you're not. I feel like this could be a whole other conversation. So I, I, I, I say there's actually four levels of listening. Most people say it's passive versus active. And I say there's not listening at all. It's like when someone says Muriel and you go, what? Like you weren't listening. Right. So that's not listening. And then there's passive listening, which I think is what you're describing. It's pretending to listen, but you're really not. You're thinking about what you want to say and how you're going to get your point in. There's active listening, which is checking out the person's body language and their tone and listening to the message. And then there's this generative listening, which actually takes a lot of focus. It can be exhausting. But it's when you really. So I, this is what the level that I think I listen at when I'm interviewing someone because I'm really listening to their words. And I think that I like, I'm, I'm searching for the question that I can ask them. And I know effective leaders are often at this collaborative or generative level. But the reason I'm sharing this model with you is I tell my clients that it's not that your goal is to always be at that level. Your objective is to be conscious or self aware of where you are on that Hierarchy and why. And then just be, just have alignment. I mean, really what I'm getting at is my pet peeve is the lack of alignment, right? Like, I don't have a problem with people not listening at that highest order. Just don't make believe that you are. But where you actually want to be as passive, right? So I know for me, if I want to listen to somebody like at a higher level than passive and I'm doing something, I'm, you know, texting. You know, my kids always say, mommy, why can't you like, listen and text at the same time? I'm like, I just can't. But I will say, give me a second because I want to be able to pay full attention to you. Give me a second to let me finish this. And then there are people, quite frankly, I mean, to be honest, I don't want to listen to. And I'll be like, okay, we're going to have a real quick transactional conversation and then I'm moving on. But I'm not going to sit here and try to like, no, please, I want to hear, I want to set up or I want, you know, give me 30 minutes of your time or an hour where we can get together. Nope, just tell me what you need. Let's make it transactional. And that's it. And it's okay. So be clear about what it is that you want and then act accordingly. You sound very self aware, Muriel. Okay, the third and last question is, is there a podcast and. Or a book that you find yourself recommending a lot lately other than yours, which I'm recommending. You know, I mean, I'll, I'll say sort of the podcast that I listen to on repeat pretty much. Like if you were to look at my Spotify or Apple itunes and see which one itunes I just dated myself. See which podcast is sore top for like my repeat. It's Esther Perel's, you know, where shall we Begin? Because I was inspired by that podcast when I started my podcast Coaching Real Leaders, where I do live coaching sessions. And I just find, find that first of all, I'm a little bit of a. What do I like to say? I like to like listen in on other people's conversations. Maybe I'm nosy. I love reality tv. I'm a voyeur. I've always had been. I'd get in trouble when I was younger because I was nosy, but I'm like, no, I'm just curious. Okay, there you go. You're controlling the narrative. I'm not Nosy. I'm curious. It's a thin line. It's a thin line. And more importantly, I find that I'm intrigued by the relational aspects and what I pick up from her conversations and how that carries over into the workplace. And so it's just a, you know, I, I, I enjoy it. I enjoy her line of questioning. I enjoy people's stories. I love hearing about people's stories. And so I will find myself oftentimes, like, clicking a share link and sending it to a friend or sometimes even, you know, a colleague or somebody that I coach. Yeah, yeah, me too. Me too. Esther is so wise. Isn't she? Just so wise. So thank you for sharing your wise words, Muriel. I want to ask you if you have any last advice that you want to share with people about Leadership Unblocked and the seven blockers? Look, I think we talked about it a little bit, but I think people have way more in control than they give themselves credit for and that they realize. And when you can recognize that a large part of that so starts with the story that you tell yourself about yourself, it kind of unblocks you from staying stuck and feeling like you're not empowered and feeling like you don't have choice and moves you to a place where you have more agency around not only how you want to lead, but also how you want to live. Beautifully put. It's empowering. We do have agency. Thank you so much, Muriel. I think I can't wait to go through this book again. I'm going to read it again. I can't wait to go through your book. Yeah, well, that'll be a year from now. But thank you so much for your time. I just want to say thank you so much, Muriel, for sharing your time and your insights with me and the Talk About Talk listeners. It was even more fun than I expected. Thank you. Thank you. Thank you so much.