Alex: So, Michelle, seriously, when was the last time you looked at your message history and thought, "Wow, I'm really connecting with people here"? Michelle: You know, more often it’s like, "Did I really send that email?" But you're right, with all these texts and emails, actually connecting feels... complicated, doesn't it? Alex: Exactly! That’s why Dale Carnegie's How to Win Friends and Influence People in the Digital Age is so relevant. It takes his classic ideas about connection and empathy and updates them for our digital lives. It's about building real relationships, not just chasing likes and notifications. Michelle: Empathy, huh? When’s the last time anyone felt empathy on Instagram? Alex: That’s precisely the point! The book stresses genuine communication, listening, and staying positive, even when everything's noisy online. Carnegie’s core idea was that relationships flourish when we prioritize people, not just the platforms we use. Michelle: Okay, I'm listening. So, what are we diving into today? Alex: We're covering four key areas: first, how to truly engage with people; second, how to leave a lasting impression, beyond just a good LinkedIn update; third, earning and keeping trust, which can be so fragile online; and finally, leading change without causing a total meltdown. Michelle: Ambitious! Let's see if this can save me from my inbox shame.

Alex: Alright, Michelle, let’s dive in. You brought up “engagement” – and I know it can sound like corporate speak. Are we talking about just being a warm body in a Zoom meeting, occasionally unmuting? Michelle: Exactly! It feels like such a buzzword these days. Alex: <Laughs> Not quite! Engagement, in the Carnegie sense, goes way beyond just showing up. It's about creating a “real” connection. Think active listening, affirming others, and really getting what makes them tick. It's the “foundation” for any meaningful relationship, whether it's with your family or your work team. Michelle: Okay, I buy that. So, let's break it down, starting with listening. Everyone always throws around “active listening.” But how do you actually do that when you're constantly bombarded with notifications from Slack, email, and who-knows-what? Alex: That’s precisely why it's more critical than ever. When people feel truly heard – not just passively listened to – it completely changes the dynamic. Carnegie emphasized that listening builds trust and shows you value the other person. Look at Abraham Lincoln. Before making big decisions, he made it a point to listen. He'd gather different opinions, let people speak their minds, and then weigh everything. This earned him respect and loyalty, even in tense situations. Michelle: Right, but Lincoln didn't have a smartphone blowing up with alerts. Are we supposed to find our inner presidential calm amid digital chaos? Alex: <Laughs> You don't need Lincoln-level Zen! Start small – really pay attention in one meaningful conversation each day. Try this: instead of planning your response while someone's talking, pause and ask open-ended questions. Something like, "How did that make you feel?" or "What's the thinking behind that?" It's about showing genuine interest. And even online, small cues like nodding on Zoom or paraphrasing someone's point can do wonders. Michelle: Noted. So basically, try not to doomscroll mid-meeting and nod every now and then. I can try that. But what about affirmation? Are we just throwing compliments around? How is that different from being a brown-noser? Alex: <Laughs> The key difference is intention. Flattery often feels fake – a quick way to get something. But genuine affirmation focuses on pointing out a person's value or strengths. Take King George VI – his speech therapist, Lionel Logue, knew that the King struggled with stammer. But, instead of dwelling on the problem, Logue continuously praised his determination and courage. That encouragement helped George overcome his speech issues and become a strong wartime leader. Affirmation isn't just empty words – it can unlock someone's potential. Michelle: Okay, the George VI example is inspiring. But what does affirmation look like in a modern workplace? Are we handing out participation trophies just for showing up? Alex: Not at all! Affirmation isn't about rewarding mediocrity – it's about recognizing impact. If a colleague presents information in a really creative way, instead of just saying "good job," be specific: "Your approach was so clear that it helped us rethink the entire project." When praise is specific and sincere, it boosts morale and builds trust. Plus, neuroscientists have found that affirming someone actually activates the reward system in their brain. You're literally rewiring relationships at a biological level! Michelle: Wow, alright, now you're bringing out the big guns with neuroscience. Maybe I'll start calling myself a "relationship electrician." But let's switch gears – you mentioned understanding people's "core desires." Sounds a little too touchy-feely. Alex: It's not as woo-woo as it sounds. Core desires are what truly motivate people – their goals, dreams, and even their fears. Carnegie's story about the shepherd and the lost sheep really illustrates it. Leaving the 99 to find the one. Why? Because understanding that individual's worth is paramount. In today's world, it's about paying attention to what people care about, even if they don't say it outright. Michelle: Okay, so give me a real-world example. How do I figure out someone's "core desires" in, say, a client meeting or even just with friends? Alex: It's all about observation and listening. What do they keep bringing up? Are they focused on getting recognition? Or are they looking for opportunities to grow? Tailor your conversations to align with their values. For a client, highlight how your proposal will help them achieve greater efficiency. With a friend, acknowledge their struggles and encourage their goals. This isn't manipulation – it's respect. Michelle: I see what you mean. So I'm supposed to be a relationship detective, mapping out everyone's hidden desires. But what about criticism? You can't avoid that forever, right? People need honest feedback sometimes. Alex: That's true, but Carnegie wasn't advocating for avoiding criticism altogether. It's how you deliver it. Public criticism, especially online, is the quickest way to alienate someone. Look at Ryan Babel, the soccer player who publicly criticized a referee on Twitter. The backlash hurt his credibility and damaged his relationships. Now compare that to giving constructive feedback in private. When it's personal and focused on solutions, it can turn criticism into guidance. Michelle: Okay, so no Twitter rants. Got it. But what's the best way to deliver that feedback? How do you tell someone they're messing up without destroying your relationship? Alex: Frame it positively and privately. Start with something they did well, then address the area for improvement delicately, and offer a solution. For example: "I appreciate how thoroughly you organized that report. If we could make it more concise, I think it would have even more impact. Maybe we can brainstorm ways to tighten it up." Maintain trust by focusing on growth, not blame. Michelle: Noted. So, listening, affirmation, core desires, and criticism… it all boils down to understanding people and responding in a way that lifts them up instead of tearing them down. Alex: Exactly! Just spend five minutes genuinely checking in at the start of a conversation, send affirming emails, and make a conscious effort to be more engaging, even online. Building connections isn't some magical skill – it's about being intentional. Michelle: Alright, you’ve convinced me – maybe I’ll try to crank up my engagement dial a few notches. But don’t expect me to get into any comment wars on LinkedIn anytime soon.

Alex: So, understanding these basics naturally leads us to how to make a “lasting” impression. We're building on engagement here, giving you real strategies to make your interactions – both personally and professionally – impactful and memorable. Dale Carnegie, he really believed that creating connections wasn’t just about the moment, but about how you leave people feeling long after you've said goodbye. Michelle: Okay, so we're aiming for legend status here, are we? Like, ensuring your name pops into someone's head years from now because you gave the perfect compliment? Alex: <Laughs> Something like that, yes! The core of leaving a lasting impression is really focusing on the other person – what they value, what matters to them – and making that the focus. So, let's break it down with some straightforward but powerful strategies: show real interest in others, genuinely smile, use names strategically to build rapport, talk about what they care about, and, last but not least, leave them feeling better than before. Michelle: Sounds like a lot of effort for a quick chat! Let's start with the first: showing active interest. Is that, like, pretending I care about my colleague's tenth story about their cat's latest Instagram post? Alex: Not pretending, actually caring! It's about making an effort to dig into what excites people, rather than just staying on the surface. Think about how dogs greet their owners, right? No emails, no social media, just pure, unadulterated excitement to connect. That's the kind of energy we should aim for - acknowledging and radiating curiosity about someone's interests. Michelle: So, channel my inner golden retriever? I get it: "Hey, what obscure hobby are you super into? Let's dig in!" Alex: Well, metaphorically speaking! Let's put this into real-world situations. Say a friend's just gotten into gardening. Instead of just nodding along, ask, "What's been the most rewarding part so far? Any rookie tips?" It’s that shift from "okay, cool" to active curiosity about them. That tells the person, "You're interesting, and I notice you." Michelle: Right, but can you actually make this a consistent habit, or does it just get exhausting? Alex: Absolutely, you can! Use what I call the "Question Pivot" technique – steer the conversation toward their interests. If they mention a genre they're into, skip talking about your favorite books. Instead, ask, "What draws you to that genre? Any must-read authors?" It opens up real dialogue. Michelle: Sounds reasonable. So, less yakking, more genuine interest. Okay, what about smiling, though? A smile's easy enough, but is it just a "fake it 'til you make it" kind of trick? Alex: Not at all, Michelle, the key is real warmth. Smiling – the real kind – can instantly connect people and build trust. There's even science behind it. The "smile-leniency effect" shows how a smile can change perceptions – defendants in court cases who smile tend to get lighter sentences! It’s not just the physical action, but the feelings it creates: openness, friendliness, even willingness to connect. Michelle: So, smiling equals empathy… or fewer years in the slammer. But how does this work online? You can't exactly flash a grin over email or Zoom. Alex: Good point! You can definitely bring that warmth to virtual interactions. You can use what I call "digital smiling." You convey that warmth with your words. For example, "Thanks for jumping in to help – I really appreciate it!" instead of just a simple "Thanks." That little bit of positive consideration goes a long way in making a positive impact. Michelle: Okay, so emails can smile too. Got it. So, what's next? Names? Alex: Exactly! Using someone’s name is one of the simplest, yet most powerful things you can do. It makes the interaction more personal, you seem more attentive, and it makes them feel really valued. Take James, the waiter who used a customer’s name, that they had mentioned a month prior. That simple act turned the customer into a loyal regular. Michelle: Alright, but remembering everyone's name can be a mental workout. I mean, sometimes you meet three people at once, and all you get is "Hi, I'm… something-something." Alex: <Laughs> True! That's where things like the "Name Anchor Technique" come in handy. When you meet someone, link their name to something specific about them. So, you meet a Sarah who loves painting. Tag her as "Sarah the Artist." By connecting the name to a context, you can remember it much more easily. Michelle: So, suddenly I'm Sherlock Holmes, building a character profile for every Sarah I meet. But aside from just remembering names, what's the real benefit here? Alex: It's about making connections feel personal. When you use a name deliberately – saying hello warmly or relating it back to a shared memory – you signal respect and build stronger rapport. Remember the name, cherish them as a person. Michelle: Okay I'm tracking, so we’ve got interests, smiles, names… what's the next secret ingredient for leaving a great impression? Alex: Discussing what really matters to them. This is a game-changer – it's about shifting your focus to what's meaningful to the other person, and less about you. There’s a great example of this with George Bernard Shaw at a dinner party. A really self-absorbed guest went on and on, barely aware of anyone else. Shaw’s witty cutting remark – “You seem to know everything except that you’re a bore” – really highlights the risk of just neglecting your conversation partner completely! Michelle: Ouch. But could this backfire? If I'm always pushing the chat toward their interests, does that seem kind of fake after a while? Alex: Not if you're genuine. It’s about finding balance, yes, you should share your experiences, but intentionally emphasize theirs. A practical thing you can do is set up an ‘Interest Radar’ before you even start talking to them. Frame questions around their ideas or worries. For example, ‘What’s been keeping you busy this week?’ or ‘What’s a challenge you’re trying to tackle?’. It’ll turn small talk into a really meaningful conversation. Michelle: I see. Don’t trap someone by monologuing about my triathlon this weekend, ask them about their hobbies. Got it. After that? Alex: Finishing interactions positively with the idea of "leave others a little better." That can be encouragement, doing something kind, or just listening and making someone feel heard. There’s the story of Mike, the NYC cab driver, who went out of his way to return a passenger’s lost phone on Halloween night – amidst total chaos. That one act of service turned a stressful situation into one of gratitude and connection. Michelle: Sure, but not all of us have a dramatic cabbie story waiting to happen. How do ‘normal’ people create that kind of positive change? Alex: Easy – commit to small, actionable habits. Like, give one sincere compliment a day. Maybe appreciating someone’s hard work or creativity. Genuine positivity like that can often transform not just that one person, but everyone they connect with. Michelle: Right, so, in short – interest, smiles, names, quality conversations, and a little extra ‘oomph’ to leave people better than you found them. Seems like I’ve got what I need to be unforgettable. Think the world’s ready for Michelle 2.0 Alex: I'm sure of it! And remember, it’s not just about being remembered - it's about being appreciated for showing them that they mattered. That’s where a lasting impression really comes from.

Alex: So, with those strategies down, next up is how to earn and keep other people's trust. We'll be diving into the ethics and emotions behind relationships, really focusing on trust as the bedrock for influence and teamwork. Michelle: Okay, trust... where do you even begin? I mean, there’s no trust emoji, is there? It just feels like one of those big, important ideas that are hard to actually put into practice. Alex: I know that it feels abstract, but Carnegie really gets down to the nitty-gritty with principles that are super practical. At its core, trust is built on humility, empathy, and being consistently reliable. Think of it like building a bridge – you don't need to do it all at once, but every thoughtful gesture, every honest conversation, every time you take responsibility, you're adding to it. Michelle: Interesting. So, it's not about these grand gestures, but about those small, consistent things that add up. So let's take a closer look at those principles. What's the first thing you need to do to earn trust? Alex: Hands down, avoid arguments. You might temporarily “win,” but you're not winning people over. Carnegie really emphasized this: Arguments damage relationships, make people defensive, and basically chip away at trust. Instead, try to truly understand where the other person is coming from, even if you don't agree. A great example is how Billy Graham handled criticism. Michelle: Ah, the famous evangelist. But he was always under fire for his opinions, right? How did he not fire back? Alex: Exactly. Early on in London, he faced a ton of public criticism, especially from one particularly nasty journalist. Instead of going on the attack, he reached out to meet the journalist privately. Just that simple act of being humble and open completely turned things around. By the end, the journalist actually admired Graham, saying he never imagined “friendliness could be so powerful.” Michelle: That's an incredible turnaround. But, Alex, let’s be real—most of us aren’t dealing with the media. How do normal arguments, if that's with a coworker or a family member, hurt trust? Alex: When we argue, we often end up criticizing, and that makes people defensive. It doesn’t matter how right you are, if someone feels attacked, they're going to shut down. That breaks the connection and pushes people away. Carnegie suggests stepping back instead: Listen, really try to hear them, and don't just react. Saying, "I get your point, let me think about that" might seem simple, but it can take the heat out of the situation and keep the door open for talking. Michelle: Okay, so it’s less about winning and more about keeping things civil. But, what if you're wrong? Like, obviously wrong? Doesn’t trying to deny it also hurt trust? Alex: Absolutely. That's why the second big thing is admitting your mistakes, and doing it quickly. Being humble is seriously powerful. When you take responsibility, it shows that you have integrity and that you're accountable – both are essential for trust. Take Jason Giambi's public steroid confession, for example. Michelle: Oh yeah, that scandal. But wasn't it pretty bold for a Major League Baseball player to admit something like that publicly? Alex: It was, and that's what made it so important. Instead of trying to avoid it or shift the blame, he was completely honest—he even teared up apologizing to his fans. Sure, people could’ve really gone after him, but his honesty actually made people feel for him. Then there was Mark McGwire, who avoided admitting his involvement in the same scandal for years. Giambi's quick and honest confession actually helped him rebuild his career, while McGwire remained a controversial figure. Michelle: So, the lesson is: Own up to your mistakes rather than getting defensive. But does this work in the office? Admitting you screwed up sometimes feels like a fast track to losing your credibility, right? Alex: Not if you also show you're accountable. Imagine telling your team, "I made a mistake here, and this is what I’m doing to fix it." That kind of openness doesn’t make you look weak; it actually makes you look stronger because it shows that you're human, but also determined to make things right. People trust leaders who take responsibility and then show how they’re moving forward. Michelle: Okay, I'll keep that in mind. What's next for building trust? Alex: Next, start interactions on a friendly note. First impressions really set the stage for everything else. If you start with kindness, people immediately relax and are more likely to trust you. Like John C. Maxwell's story about dealing with Jim Butz. Michelle: The leadership guru? But, uh, who's Jim Butz? Alex: Jim was a difficult person Maxwell had to work with in his new role at a church. Instead of fighting fire with fire, Maxwell was warm and friendly - literally hugging him and bringing humanity into their interactions. And, Maxwell scheduled weekly lunches with Jim to make decisions as a team. Over time, what started as tension turned into trust and cooperation. Michelle: Ok, but let's be practical here. We're not all hugging people on day one. What can we actually do to start an interaction on the right foot? Alex: It's as simple as asking, "How are you?" and meaning it. It doesn’t have to be some big gesture—mentioning something you have in common, giving a sincere compliment, or simply smiling can create a positive vibe. And remember, being friendly isn’t being fake. It’s an act of goodwill. Michelle: I like that—low effort, big impact. What about moments that go beyond that first impression? How do we make connections feel more real? Alex: That’s where your own stories come in. When you share your own struggles you invite empathy and understanding. It makes you a real person. There’s a touching story in this chapter about Martin Ginsberg’s childhood Thanksgiving. Michelle: Isn’t that Ruth Bader Ginsburg’s husband? How did he grow up to be a famous tax lawyer? What happened that Thanksgiving? Alex: When Martin was a kid, he spent Thanksgiving in the hospital and felt totally alone. But then, a nurse opened up to him and shared that she felt lonely too. Just that simple act of being vulnerable made him feel less alone. It wasn’t just that they were in the same situation, it was that they were acknowledging each other’s feelings. Martin never forgot that. It changed how he thought about the power of connecting with others. Michelle: I like that. It’s not just about being relatable, it’s about creating those moments where vulnerability meets reciprocity. I’m guessing this works at work, too? Alex: Definitely. For example, a manager might share, “I struggled with this tool when I started, but here’s what I did.” It creates a level playing field and makes others feel safer sharing their own challenges. Michelle: Vulnerability, humility, warmth – it’s starting to feel like trust is built on all the soft skills we tend to ignore in professional settings. Anything else? Alex: Yes—appeal to noble motives. When you inspire someone to see the bigger picture, you strengthen trust in profound ways. Armando Galarraga showed this during what could have been an incredibly disappointing moment. Michelle: Oh, the baseball pitcher who got robbed of a perfect game, right? What a moment. Alex: Exactly. When the umpire wrongly called him out, Galarraga didn’t get angry. Instead, he publicly forgave the umpire. That single act of sportsmanship went beyond baseball—it reminded people of the importance of humility and humanity. Michelle: Alright, I’m keeping this in the back pocket: avoid arguments, admit mistakes, lead with warmth, share something personal, and inspire noble motives. Trust doesn’t sound so impossible when you break it down like that. Alex: And that's exactly why Carnegie’s approach remains timeless. It's not about grand gestures, but about consistent, thoughtful actions that show others you genuinely care about them.

Alex: Right, so ultimately, leading change without causing a riot is all about how you handle people, you know? It's the perfect test to see if we actually understood anything we've talked about. It’s taking those principles and using them to actually lead people through changes with as little pushback as possible, and as much teamwork as we can get. Michelle: Change... Yeah, that's everyone's favorite thing… said no one...ever. So, Alex, spill the beans. What’s the secret sauce to getting people to actually want change, instead of just sending out another one of those motivational videos? Alex: Well, it really comes down to being empathetic and thoughtful. Leading people through change isn’t about, you know, making them do what you want. It’s more about getting them excited to work with you. Carnegie was really onto something when he said leadership is all about relationships. That's especially true when things are changing. If people trust you, if they get why things are changing, and if they feel like you're actually listening to them, then they're way more likely to jump on board. Michelle: Okay, that’s nice in theory, but what if people are already mad from the get-go? Think of something really tense, like a strike or something like that – how do you even begin to fix things then? Alex: That’s a good point. There’s this story in Crucial Conversations about this really intense labor strike that went on for six months. What turned things around was getting both sides to list their goals for the company. Turns out, surprise surprise, they all wanted the same things: good jobs, good products, and a healthy community. Finding that common ground was key to moving forward. Michelle: Ah, so when things get heated, find what you agree on. Okay, sounds nice, but how do you avoid this turning into just another corporate kumbaya session? Alex: That’s where you need to be intentional. Don’t just stop at listing goals. You have to actually work together to take actionable steps. I'm talking like, maybe hosting a "Shared Aspirations Workshop" to figure out what everyone wants and how they line up. People need to feel like they're actually making something happen, not just, you know, spouting buzzwords. It's about building trust by actually doing things together. Michelle: I see. But let’s flip the script. What if you, as the leader, are partly to blame for the resistance? Leaders aren’t perfect, right? So, what do you do when people are holding a grudge against you? Alex: That's when you have to own your stuff, right? Admitting your mistakes or how you might be part of the problem can really disarm people. There's this story about Beth and Harvey in Marshall Goldsmith’s coaching case. Beth, a big-shot executive, and Harvey, her colleague, just couldn't stand each other. Instead of blaming Harvey, Beth took the first step by admitting her flaws during a real heart-to-heart. Because she was willing to be open, Harvey admitted his faults too, and they completely transformed their relationship. Michelle: Sure, but that takes guts. Admitting you screwed up as a leader feels like giving people weapons to use against you. How do you do that without looking weak? Alex: You have to be vulnerable, but also show strength. Acknowledge your mistakes, sure, but then immediately explain how you're going to fix them. Like, you could say, “I know I haven’t been great about keeping you all updated during this change, and I’m sorry. So, starting now, I’m going to send out weekly reports to make sure everyone knows what’s going on.” By doing that, you turn your vulnerability into action and show you’re taking responsibility and have a plan. Michelle: Okay, lead with humility but make sure the team knows you're still in charge. Sticking with the vulnerability theme, what about criticism? Say you’re leading a big change and… things go wrong. How do you handle those mistakes without making people resent you? Alex: Honestly, handle it quietly and with empathy. Carnegie was super against criticizing people in public because it makes them feel bad and kills morale. Instead, you should address mistakes privately and kindly. There's the tale of test pilot Bob Hoover, his mechanic put jet fuel in his plane instead of gasoline and it almost killed him. Instead of yelling at the guy, Hoover just calmly said, “To show you I don’t hold a grudge, I want you to service my next plane.” Michelle: Wow, that’s seriously next-level grace under pressure. But while that worked for Hoover, is there a risk in being too nice about mistakes? Won’t people think there are no consequences? Alex: It’s not about letting things slide. But it’s all about how you talk about it. Quiet feedback can still address the issue directly. Just say something like, “Okay, this happened, and I’d like us to figure out together how we can stop this from happening again.” You're focusing on growth, not just, you know, on blaming people. Michelle: Alright, that makes sense. Quiet feedback equals less drama, more progress. Okay, Alex, I have to ask: when you’re trying to lead a change, how do you balance telling people what to do versus hearing what they have to say? You are the leader, after all. Don’t people expect you to give commands? Alex: Not really, no. Great leaders ask questions, they don't just bark orders. Captain D. Michael Abrashoff's turnaround of the USS Benfold is an awesome example. Instead of just telling people what to do, he asked questions, like "What would make your job easier?" and "How can we improve?" And that made them feel empowered and made them take ownership, which really helped morale and efficiency. Michelle: Smart. So instead of “Do this!” you’re saying, “What’s the best way we can tackle this together?” It’s changing the whole vibe to collaboration. Alex: Exactly! Asking those questions isn’t just nicer it’s also smarter. It makes you tap into the creativity and experience of your team. And when people feel like they're part of the decision-making process, guess what? They're way more likely to get behind the solutions. Michelle: Alright, I can get behind the questions. But let’s sprinkle in some positivity. How do you keep people pumped up in the long run when you're dealing with change? Alex: You celebrate progress, even the small stuff. When people see their efforts are being noticed, it makes them want to keep going. And look at Wallace Pope from Best Western. He went above and beyond for his hotel guests and became a social media star. And Best Western made sure to give him public recognition for it. It wasn’t just a good feeling for Wallace – it fired up his whole team. Michelle: Alright, but what if the team’s already feeling down? Is it too late to try to boost things with praise? Alex: It's never too late! Even one act of recognition can start shifting things around. Maybe call out something specific someone did well during a meeting—it could creativity, hustle, problem-solving, whatever. When people feel seen and valued, they tend to go beyond what you'd expect from them. Michelle: That makes sense. So put it in a positive light, and suddenly dealing with change feels doable instead of impossible. So, to bring this all together, when you're leading change, empathy is really the key, right? Alex: Definitely! Whether it’s building trust by being human, guiding people with questions instead of commands, or celebrating wins, empathy is what connects people. Change… is tough, but if leaders focus on making those connections, then even the hardest transitions can become opportunities for growth. You know?

Alex: So, Michelle, to bring it all together, we've talked about how Dale Carnegie's principles still hold up, even in our super-connected digital world. It's about really connecting with people, making a positive impact, earning their trust, and leading with empathy. The key? Focusing on the human element in everything we do. Michelle: Got it. So, it's not about being a tech wizard or crafting the perfect email. It's about being mindful—really listening, acknowledging others, and building genuine connections, whether you're face-to-face or just texting. Alex: Precisely. And if our listeners remember just one thing, let it be this: before you hit send on that next message, just take a second and ask yourself, "Am I making this person's day a little better?" Michelle: Simple, but profound. And if this really works, maybe—just maybe—I’ll finally retire my signature "Let me dissect your every flaw" email style. You know, the one I'm famous for? Alex: <Laughs> That's progress, Michelle! That’s progress. And remember, even small, thoughtful gestures can create huge waves of trust and goodwill, even in the most hectic and complicated relationships. Michelle: Okay, Alex, I'm game. I'll try it out—one interaction at a time. But no promises on winning everyone over just yet, alright? Alex: That's all it takes, Michelle! One meaningful connection at a time.