 That's what we love about the book because as we start talking about validation, we're going to get into this a little bit deeper. It's practical. It's something that you can apply at every level. And you start the book beautifully talking about how this has helped with your dating life, but also with managing others. So can you speak a little bit to how emotional bids and Dr. Gottman's research has helped you in the workplace? Because I think that's the one for a lot of us, we probably think the least when we think emotional bids. Sure. And I'm happy you asked that because I preach that almost more than the relationship side of things. At the end of the day, they're all relationships. I think that's the key point here is you're right. It's not just for romantic relationships. If you're interacting with another human being, they are making emotional bids and they're looking for validation in some form or another. I use it all the time at work. In fact, one of the most pertinent examples to me is I had a coworker who, we can have a history together of having very long-winded conversations where if he's concerned about something, he'll come into my office and I'm not even exaggerating here two hours sometimes for concerns that he has. And we talk in circles and I try so hard to say, hey, we got to cover. Don't worry about it. So he comes into my office one day and he's upset that I've assigned another coworker to a project. And he says, Michael, I just got to tell you I'm concerned. I don't feel like this guy's qualified for this project. And I'm afraid that he's going to mess some things up here. And I did like most people do and I just said, hey, you know what? Don't worry about it. He's going to do fine. It's all going to work out. And if we pause for a second and look, his bid was, hey, see me here. I'm nervous. And all I did was shoot it down and say, don't be nervous. You're okay, right? Which is very invalidating. It's turning away from his bid. And sure enough, he just came right back with another punch. Well, I don't know about this. Well, did you do this? And honestly, it almost started to get personal because I said, look, I've got this cover. And he said, well, honestly, Michael, I don't know if I can say this, but I question whether or not you know what you're doing. And I was like, okay, take a step back. You know, my mind like, I'm like, okay, calm down. But I realized in that moment, hold on, I'm approaching this wrong, right? I can play this for two hours like it always does, but I had just met with my therapist not a week earlier and we're talking about validation. And I'm like, okay, here's a chance to try this. So what I did is I paused for a second and I just listened to what he was telling me, right? I tried to kind of get in his shoes and go, okay, you know what, he's worried about this. I actually make sense why he's worried because he doesn't have the whole picture. And so I told him that I said, okay, you know what, I actually appreciate the fact that you're concerned about this, like you all you see is me assigning this guy this project, you know, if like he has enough of the credentials that you know enough qualification and you're worried that he's gonna, you know, damage our brand and literally he gives this big sigh and goes, yes, that's exactly what I'm saying. And then he kind of leaned back and I was like, oh, we're making progress here, right? You know, and so just that validation finally he felt heard and he was able to put some walls down. And so we talked a little bit and after I had validated him, I still didn't agree with him, but I was able to still validate him. And then I said, you know what, I appreciate that. And I appreciate you keeping an eye out for our brand. I think you're missing some information. Can I share, you know, the full picture? And he said, yeah, definitely. And so I explained the situation to him and literally in 15, 20 minutes, he felt good about it. I felt good about it. And he's out my door. And I remember leaning back in my chair and I was like, I just got back an hour and 45 minutes on my life here. Like I was, I was gearing up for another two hour thing here, but it's powerful in management because you're gonna have disagreements. You're gonna have people who are frustrated or upset and they're looking for validation. They're looking for to see that you understand them. And as a manager, as a coworker, it's powerful when you know how to respond that way. When you think about it, all these other relationships in our life where there could be conflicts, well, you can move away from your family. You don't have to pick up the phone if your parents call and you're in conflict. You're a significant other. You could break up. You can move out. But work, we often feel trapped with our coworkers because maybe our career doesn't have that opening to move to. I need that paycheck. I need to make things work. And if you have a toxic work environment where you're in conflict with other people, you don't have these tools. It can really wear you down. Well, and who doesn't want to save more time at work? If you pick up my emotional bids, you won't have to deal with me for that. That explains why I'm working so hard.