309. Stretch, Don't Stress: How Great Communication Makes Better Leaders

"When there's a gap between our intention and our impact, we diminish others and our communication." The best leaders don't succeed because they have all the answers—they succeed because they bring out the best thinking in others. Liz Wiseman https://www.fastersmarter.io/guests/liz-wiseman/, executive advisor, CEO of the Wiseman Group, and author of the million-copy bestseller Multipliers:How the Best Leaders Make Everyone Smarter https://bookplease.ai/wiseman/multipliers?podcast=think-fast-talk-smart, has spent years studying why some leaders amplify the intelligence around them while others unintentionally hold people back. In this episode of Think Fast, Talk Smart https://www.fastersmarter.io/, Wiseman joins Matt Abrahams to explore the habits of multiplier leaders, the subtle ways well-intentioned managers accidentally diminish their teams, and how curiosity, trust, and thoughtful communication create environments where people can do their best work. Together, they share practical strategies for leading with greater impact by aligning your intentions with the experience you create for others. Key Takeaways: Great leaders multiply, not diminish. Create trust, ask more than you tell, and challenge people to do their best thinking instead of stepping in with the answers. Good intentions aren't enough. The most effective communicators pay attention to the impact of their actions, ensuring their support empowers others rather than unintentionally holding them back. Activity: Ask the multiplier question. At the end of your next one-on-one or team meeting, ask: "What do you need from me to do your best work?" Listen without jumping in to solve the problem. Focus on understanding what will help others think, contribute, and perform at their highest level. To listen to the extended Deep Thinks version of this episode, please visit FasterSmarter.io/premium https://www.fastersmarter.io/premium/. Episode Reference Links: Liz Wiseman https://www.fastersmarter.io/guests/liz-wiseman/Liz’s Book: Multipliers https://bookplease.ai/wiseman/multipliers?podcast=think-fast-talk-smart147. Disrupt Yourself: How to Innovate Who You Are and Become Who You Can Be https://www.fastersmarter.io/147-disrupt-yourself-how-to-innovate-who-you-are-and-become-who-you-can-be/212. Break It to Make It: Disrupt Your Way to the Perfect Job Fit https://www.fastersmarter.io/212-break-it-to-make-it-disrupt-your-way-to-the-perfect-job-fit/ Connect: Premium Signup >>>> Think Fast Talk Smart Premium https://www.fastersmarter.io/premium/Email Questions & Feedback >>> [email protected] Transcripts >>>Think Fast Talk Smart Website https://www.fastersmarter.io/309-stretch-dont-stress-how-great-communication-makes-better-leaders/Newsletter Signup + English Language Learning >>>FasterSmarter.io http://fastersmarter.io/Think Fast Talk Smart >>>LinkedIn https://www.linkedin.com/company/think-fast-talk-smart/,Instagram https://www.instagram.com/thinkfasttalksmart/, YouTube https://www.youtube.com/playlist?list=PL6caGRBUYZCmgDGM2RK6mxKB9jG_ccmm3Matt Abrahams >>>LinkedIn https://www.linkedin.com/in/maabrahams/ https://learning.fastersmarter.io/?redirect_from=podpageChapters: (00:00) - Introduction (00:55) - Multipliers vs. Diminishers (02:26) - The Habits That Hold Teams Back (03:54) - Safety, Stretch, & Trust (05:12) - Curiosity Over Control (06:56) - The Most Important Leadership Question (09:14) - Becoming an Impact Player (12:20) - When Good Intentions Backfire (15:54) - Accidental Diminishing (19:47) - The Final Three Questions (25:07) - Conclusion

Speaker names marked ? are inferred from speaking time and the show’s known hosts — they are not voice-verified.

• 0:00Matt Abrahams?

  When there's a gap between our intention and our impact, we diminish others and our communication. My name's Matt Abrahams and I teach strategic communication at Stanford Graduate School of Business. Welcome to Think Fast, Talk Smart, the podcast.

• 0:21Matt Abrahams?

  Today, I am super excited to chat with my friend Liz Wiseman. Liz is a researcher, executive advisor and CEO of the Wiseman Group. Liz has written a number of bestselling books, including Multipliers, How the Best Leaders Make Everyone Smarter, Impact Players, and Rookie Smarts. Liz's work has had a profound impact on leaders around the globe. Welcome, Liz. I am so excited to have our conversation, to take what we talk about when we walk around that lake and bring it here so everybody can hear. Thanks for joining.

• 0:49Speaker 01

  Well, it's always a pleasure and I love our talks.

• 0:52Matt Abrahams?

  Thank you. Shall we get started?

• 0:54Speaker 01

  Let's go.

• 0:55Matt Abrahams?

  All right. For listeners who don't know your work, what's the core idea behind being a multiplier or a diminisher? And how did you stumble onto these patterns in the first place?

• 1:05Speaker 01

  Well, let's start with how I stumbled onto it. You know, right out of college, my first job, I joined Oracle and I found myself in this sea of brilliant people. Everyone was so smart, so amazing. And I noticed as those people got put into management roles, a lot of them were really smart, but no one else got to be smart around them. It was almost this like exclusive intelligence that they were quick, they were sharp, they had great ideas, but other people held back around them or other people had to sort of recede to make room for them and their intelligence and capability. I ended up calling these leaders diminishers.

• 1:47Matt Abrahams?

  Okay.

• 1:49Speaker 01

  I also noticed other people who were equally brilliant. People around them were smart, capable, sharp, took ownership, stepped up, had ideas. Like somehow their intelligence was more of a tool than a weapon. And I watched this dynamic for years fascinated, like, why is it that some leaders seem to amplify intelligence while others are sucking the intelligence and life and creativity and energy out of a room? And it wasn't until I left Oracle and saw this pattern with other leaders that I decided this deserved like some academic study.

• 2:25Matt Abrahams?

  Right. And you dove right into it. Help us understand, what are some of the behaviors and cues and clues that lead to being a diminisher? Many people do it accidentally. They don't say, today, I'm going to go, you know, make sure that everybody pays attention to me and they don't get to say that, what they want to say. What are some of the cues and clues that we can pay attention to?

• 2:45Speaker 01

  One of the clues that I pay attention to is the talk to listen ratio. You know, we find that diminishers tend to be know it alls. They operate in directives. They're telling people what to do, whereas the multiplier leaders are asking people, what should we do? What can we do? Like, what do you think is possible? Diminishers tend to be a bit of tyrants. They're creating an environment that is tense, full of stress. And we know what happens to people's ability to think and reason and solve hard problems when they're experiencing that kind of stress. Whereas multipliers create an environment that's not tense, it's intense.

• 3:27Speaker 01

  And it's not necessarily a lackadaisical environment, but it's not like, hey, knock yourself out, do whatever you want. It's like, I'm going to give you space to think, to take risks, to make mistakes. I'm going to give you time to experiment, but in exchange for that, I expect your best thinking, I expect your best work. And like, I'm going to give you space, but don't you dare give me anything other than your best thinking.

• 3:54Matt Abrahams?

  It sounds to me like some of this, and I know you and I both know Amy Edmondson, but psychological safety, setting up an environment where people can feel safe, but challenged to do their work is what a multiplier does.

• 4:06Speaker 01

  Absolutely. And at the core of this is trust. What's at the core of trust is psychological safety. And I think what I found with these multiplier leaders really gets at the heart of Amy's work. And one of the things I think if Amy were here, she would say, sometimes her work is misunderstood and that people think, oh, psychological safety is like, well, I can be ragged, I could say anything, like, oh, don't infringe on things that make me stressed. And what Amy would say is that the best leaders create that kind of safety, but that alone isn't enough for people to do great work. They also create stretch.

• 4:46Matt Abrahams?

  Right.

• 4:47Speaker 01

  And I think it's in this combination of comfort, like, I feel comfortable here, I belong here, I can be myself here, but then challenge of like, okay, now we expect you to do really great work. Like, it's in this magic of creating both safety and stretch that people do great work. And that's really the environment that great leaders create.

• 5:12Matt Abrahams?

  I love this tension and focus on stress versus stretch. And you want to create the opportunities for stretch, not necessarily for stress. It strikes me that tone plays a role here because I was thinking, okay, what's something I could look in my own behavior to make sure I'm multiplying, not diminishing? And asking questions seems to be a reasonable thing to look at, but I can ask a question with a tone that can be very diminishing. I can do the right action, ask a question, but the way in which I do it can actually be seen as diminishing. And I find that really interesting. Have you looked at not just the verbal actions, the messages, but how people deliver those messages as helping multiply versus diminish?

• 5:53Speaker 01

  We see that like the currency of a multiplier leader is inquiry. Maybe what's at the heart of that is curiosity. And it's asking people questions, not to placate them, not to humor them, it's asking because you want to know what they know. It's being curious that what you don't know, that somebody else may know, may be more interesting than what you already know.

• 6:18Matt Abrahams?

  Right.

• 6:19Speaker 01

  And which is what draws you into the head of other people. But we all know a question can be used as a weapon.

• 6:24Matt Abrahams?

  Yes.

• 6:25Speaker 01

  Or it can be used as a tool. You know, we haven't really studied what that tone is, but I think it's one that everyone knows. Like, you can tell if someone is weaponizing a question versus, is it an honest question? And I think maybe the litmus test for yourself as a leader is, why am I asking this? Am I asking this to show off what I know or to catch someone not knowing? Or am I asking this because I really want to know what that person knows, the insight that they bring?

• 6:56Matt Abrahams?

  Right. So a question is a tool to get inside somebody else's head versus to put them in a particular position. And I think that's really helpful for people. I love that advice. Ask yourself, why are you asking the question? Speaking of questions, if you were to give advice to a leader, what's one question that a leader could ask, say at the end of a one-on-one or an all-hands meeting, that could serve as a multiplier and not a diminisher? What might a question sound like?

• 7:23Speaker 01

  If I had one that you might want to ask regularly as a leader is, what do you need from me to be able to do great work? I think it's easy for people to get into like, here's what I want from my leader. But like, a leader's job is to create the environment where people can do great work. And then have the tone and the posture of, we expect you to do great work here. I think asking, like, what is it that I can do that would create the possibility for you to do your best thinking and your best work is something that I think a leader should be asking regularly. I studied multiplier leaders.

• 8:03Speaker 01

  I can tell you, here's what, on average, they do, here's what they tend to do, but everyone's different.

• 8:10Matt Abrahams?

  Sure.

• 8:11Speaker 01

  Everyone brings a different leadership style. Everyone on your team is a little different. And so I think taking this posture of, what does this person need from me?

• 8:19Matt Abrahams?

  Right.

• 8:20Speaker 01

  I think when we focus on not what people want from us as their leaders, but what they need from us, it puts us in the right posture to enable people to do great work.

• 8:30Matt Abrahams?

  This notion of being in service of the people you lead and trying to enable them through providing them Support, really important. And a question that helps get that across could be very valuable.

• 8:43Speaker 01

  I want to add to that. There was something that my boss at Oracle said, Phil Wilson. He said something once that has stuck with me forever. He said, your employees are the customers of your leadership.

• 8:54Matt Abrahams?

  Yes.

• 8:55Speaker 01

  I think it's what allowed me to do this work was to see that like, leadership is truly in the eyes of the beholder. If you want to know what good leadership looks like, you don't ask great leaders because they may or may not know what they're doing. That's effective. You ask the people who work for them.

• 9:10Matt Abrahams?

  Yeah.

• 9:11Speaker 01

  And people need different things from us at different times.

• 9:14Matt Abrahams?

  Envisioning leadership as serving customers, those that report to you, is a really interesting frame. And I'm huge on checking the frames that we use in our communication. And I really like that one. I'm going to add that to my stockpile of frames. Thank you. I think taking a customer service perspective on all of our relationships can make a big difference. You know, if I see myself as a teacher, my students are my customers. I teach them very differently. I'd approach it very differently than if, hey, they just show up and I'm here to bestow knowledge on them. It really changes that perspective. I appreciate that. You've also studied and written about impact players at work. What is an impact player and what do they do differently from others?

• 9:55Speaker 01

  Well, impact players are like, in short.

• 9:57Matt Abrahams?

  Yeah.

• 9:58Speaker 01

  They're the difference makers at work. They're the people who are doing standout work. And not only are they the people who are making plays and making plays consistently, they're people who make the entire teams around them better. They raise a level of play. They raise the aspiration on the team. And in short, what we found that the impact players do differently than ordinary contributors, like rock solid performers. What they do differently is they handle everyday ambiguity differently.

• 10:30Matt Abrahams?

  Oh, interesting. Tell me more about that.

• 10:32Speaker 01

  Yeah, they handle what have become, I think, the perennial challenges of the modern workplace, like messy problems, problems without clear owners, unclear roles, where you can't quite figure out who's leading this effort, unforeseen obstacles, something very inconvenient, beyond your control, changing targets, where the market's changing, preferences are changing, the environment, a policy is changing. And then unrelenting demands, where the workload is increasing faster than the resources to do the work. If you leave one organization because of all of this inconvenience, you're going to find it somewhere else. And we find that the impact players approach that everyday ambiguity really differently than other people.

• 11:17Speaker 01

  When the problems are messy, while other people are doing their job, they're figuring out the job that needs to get done.

• 11:25Matt Abrahams?

  Oh, I like that distinction.

• 11:26Speaker 01

  When roles are unclear, while other people are waiting for direction, they're stepping up and taking charge. You know, they realize you don't have to be in charge to take charge of a situation. When unforeseen obstacle drop in your path, while other people are escalating up to management, they're moving things across the finish line. When targets are changing and other people are avoiding change, they're adapting, adjusting, pivoting. And when the workload is heavy and hard, while other people are adding to the burden there, they're making work light. Like, they're the kind of people who just make hard work easier.

• 12:08Speaker 01

  And while other people are seeing threat in all of that ambiguity and uncertainty, they're the ones that are finding the opportunity in it. This is a mess. This is an opportunity for us to do something different.

• 12:20Matt Abrahams?

  I hear several things there. So one is mindset, drive as well. And this notion of tolerance for ambiguity. You know, when Rob Siegel was here talking about the needs of system leaders, it really is the ability to, you don't have to thrive in ambiguity, but at least be able to manage it. You work with lots of leaders, lots of organizations. If you were to give one bit of advice that you would like people, leaders or just average employees, to stop doing in their behavior or their communication that gets in the way of all of these things you're talking about, is there one thing that you would advise people to stop doing?

• 12:58Speaker 01

  Okay, this is a little conceptual, but your intent is translating to other people. And I want to go back to this idea about leaders who have a diminishing effect versus a multiplying effect. And one of the, there were two things that were startling in this research. One was that the diminishing leaders were getting less than half of people's available intelligence, their knowledge, their insights, their creativity.

• 13:22Matt Abrahams?

  Wow.

• 13:22Speaker 01

  I witnessed this in the workplace. And I assumed that these multiplier leaders were getting more like, I don't know. I think 20% was my hypothesis on this. It's a 2X difference between what these multiplier leaders are getting and these diminishing leaders are getting. But the thing that was even more surprising is that most diminishing was accidental. It wasn't coming from tyrannical, narcissistic bully, the decision makers, the micromanagers. A lot of it comes from that. But the majority is coming from really, really well-intended leaders who are trying to be good leaders, trying to do the right thing, are just brimming with positive intent. But their impact is different than their intention.

• 14:05Speaker 01

  Coming to talk with you today made me realize that there's a really important communication angle behind this. Intent doesn't translate to impact, particularly when it comes to leaders. Like, there's so many ways we accidentally diminish by being like idea fountains, by being always on, by being rescuers, protectors, rapid responders, pace setters. And they're all done with really good intent.

• 14:30Matt Abrahams?

  Yeah.

• 14:30Speaker 01

  But the intention alone doesn't get the right result. Like, let me take one of those.

• 14:36Matt Abrahams?

  Yeah.

• 14:37Speaker 01

  The rescuer. This is when a leader sees someone struggling, perhaps in a meeting. And like, you see someone struggling with a hard problem or they got asked a difficult question. And you're like, great big heart kicks in and you want to help that person. And you think you are sending the message of, I got you. I care about you. I want you to be successful. I'm here for you. I've got your back. But what's messaged in our behavior when you step in and rescue someone who's struggling with a difficult problem or got asked a difficult question? What's transmitted in our behavior is a message that says.

• 15:15Matt Abrahams?

  You're not capable.

• 15:16Speaker 01

  Yeah. I don't think you can do it. I don't trust you. And trust is really at the core of what good leadership is, like to trust other people and then to be trusted by them. So I think part of the art of being a good leader is understanding that intent alone is not enough, that you really have to work in the realm of how your actions are impacting other people. Align that intent with impact. So what should people stop doing, assuming that good intent is enough?

• 15:49Matt Abrahams?

  Right.

• 15:50Speaker 01

  Because it's as diminishing as the tyrannical bully.

• 15:54Matt Abrahams?

  One of the things I like so much about the work you do is not only do you give specific advice, you help categories and help people understand, but you have data behind it. And there are a lot of people who do some of the stuff you do that don't have the data. And it's amazing to me how diminishing can actually impact or not impact the work that happens. As you were going through some of these accidental diminishing behaviors, I saw many in myself. I often have lots of brainstorming and think I'm helping people. Well, maybe I'm not. Maybe I'm overwhelming. Maybe I'm overshadowing. How do we uncover the well-intended acts that could be diminishing? Is it through having a coach? Is it through reflection? How do we learn that about ourselves?

• 16:38Matt Abrahams?

  I mean, I had a couple of epiphanies just listening to that answer. So not everybody has access to you in a moment like this. What can we do so we can figure that out so we're not doing it? Because as you said, it's not intent. That's not the intent. The intent is actually the opposite.

• 16:52Speaker 01

  You've listed a bunch of them. One is sometimes just hearing the names. And there were a few others, like perfectionist, strategist, optimist, which is one of my accidental diminisher tendencies. Sometimes just hearing that and hearing how like, oh yeah, with the optimism, I'm intending to send the message that I think we can do this. But what I'm really overlooking is how hard this is and the struggle it takes to get there. So sometimes just hearing the names is enough.

• 17:21Matt Abrahams?

  Yes.

• 17:21Speaker 01

  Sometimes it requires a conversation. Here's what I don't recommend anyone do. Like, sit people down and say, hey, am I a diminisher? Or even asking, am I an accidental diminisher? Like, here's a question that you could ask. And Matt, this might be one of the questions that you could ask over and over again. What am I doing with really good intentions that might be shutting down good ideas, good thinking? Like, what am I doing with the best of intentions that is making it difficult for you to do your best work?

• 17:53Matt Abrahams?

  I love that question.

• 17:55Speaker 01

  People can answer that.

• 17:57Matt Abrahams?

  Yeah.

• 17:58Speaker 01

  Because it's easy for me to talk with you about like, Matt, you're doing this thing that I know you're trying to help me, but actually like, let me suffer and figure this out. I will figure it out on my own, but I appreciate the offer. It's really hard to give feedback to your boss on things that seem a little malintent.

• 18:16Matt Abrahams?

  I love it because the question is framed from a place of you're trying to help. And I'm actually reflecting some of the best, best critical feedback I've ever received was in that vein. It was like, you're sharing too many ideas. It's overwhelming. You know, and that was really helpful for me. Thank you. Many things you've said have been really helpful. I'm going to take that question and leverage it. We'll be right back to finish our conversation. But first, a quick word from one of our sponsors. Their support allows us to bring you this show free of charge. One of my favorite things about this show is hearing from listeners all over the world. Communication connects us. And the more people you can communicate with, the bigger your world becomes. So many of you are collaborating internationally, working across cultures,

• 18:59Matt Abrahams?

  or simply trying to connect more deeply with people around the world. That's one reason I've been thinking more and more about language learning. Babbel focuses on helping you have real conversations with real people, not just memorized vocabulary. Their lessons are designed by more than 200 language experts and built around practical communication skills you can actually use in everyday life. And because the lessons are short and approachable, it's easy to fit them in a busy schedule. Just 10 minutes a day can help you make meaningful progress. If you've ever thought about learning a new language, this is the perfect opportunity to start. Right now, Babbel is offering up to 60% off your subscription at babbel.com/TFTS.

• 19:44Matt Abrahams?

  And now, back to our conversation. You know, Liz, I knew this was going to be great. Before we end, I like to ask everybody three questions. One, I make up just for you. And two, I've been asking everybody for a long, long time. Are you up for that?

• 19:56Speaker 01

  Let's do it.

• 19:57Matt Abrahams?

  I know you're currently doing some really interesting research as you prepare to bring it into the world. Is there anything you can share about your current focus that we can, one, maybe get intrigued by? But is there a nugget or two you can share?

• 20:09Speaker 01

  Yeah, I am looking at the making of a great leader, which means I'm also looking at the making of a bad leader. And what I'm trying to understand is how do our formative experiences in the workplace and in life, how does it shape the way that we lead? How does it shape the way we show up? And what are the patterns that the best leaders have experienced? And what I can share is that there are some very distinct windows of influence, periods in our work life where a little bit of good leadership goes a long way and a little bit of bad leadership goes a really long way as well. Like where we create these imprints that stay with us for a long time

• 20:52Speaker 01

  and lurk in our heads and tell us how to operate, how to lead. A few of those are our first job and our first boss. Has huge imprinting quality. New assignments, new terrain, anywhere where we're doubting ourselves and we don't know what we're doing. Mistakes like victories and defeat. The thrill of victory and the agony of defeat creates these really formative kinds of experiences. And then, of course, our upbringing.

• 21:19Matt Abrahams?

  Sure.

• 21:20Speaker 01

  And one of the things that I'm finding in this research is that the best leaders, when we look at this pool of like, people are really great leaders today. There's a few things they have in common. They have a history of adversity. Early in life or early in career, like resolved adversity. And they don't all have a history of great bosses. Like just having great bosses doesn't make you a great leader.

• 21:47Matt Abrahams?

  I love that you're studying the development of leaders, both good and bad. I can think about my trajectory and some of those key points along the way. Now, as somebody who used to run learning and development organizations before I came back to academia, how valuable would this be to understand this? So as you're bringing on new employees, increasing your bench strength, to really understand where those key inflection points are and how you can help people have a more positive experience. I think that's wonderful. I look forward to that work. Let me ask question number two. Who's a communicator that you admire and why?

• 22:18Speaker 01

  I wanted to mention Kim Scott.

• 22:20Matt Abrahams?

  Yeah. Kim's been on the show and is a friend.

• 22:22Speaker 01

  Radical candor. There's something I've noticed that she does regularly. And it was a real, I think, a real factor in the success she had at Google. And she mentions it in her book, is that Kim presents opposing opinions. Like when she would, and I've, she's a friend of mine. I see her do this is like when she would go and be presenting a case for we need to increase headcount here, funding here, go this direction. And she would present it to like Larry and Sergey. She would always say, but let me tell you why we might not want to do that. And I think it's an amazing practice. If you want to increase the impact of your communication, don't just advocate for a single position.

• 23:04Speaker 01

  Like be willing to talk about the downsides, the underbelly, the risks of that. I think it massively increases your impact. So that's just one example and someone I admire.

• 23:14Matt Abrahams?

  I've noticed that too, that she definitely brings up the opposing view. And that really is very helpful. Final question. What are the first three ingredients that go into a successful communication recipe?

• 23:26Speaker 01

  Well, I think good communication starts with respect. And not necessarily interpersonal respect, respect for people's time. I took a writing course early on in my career. And I remember what it said is the cost of writing is the cost of reading.

• 23:42Matt Abrahams?

  Oh, interesting, yeah.

• 23:43Speaker 01

  So we often think of communication as like, what does it take to create it? But the real cost of communication is what it takes to consume it. And I think when we start communicating with respect for people's time and energy they're going to put into the receiving of it, I think we do a better job. Maybe next from there would be empathy. To understand that the person or people with whom you're communicating have had a different experience with that issue or topic than you have, that they've got a different perspective on it, that maybe your point of view is not the only point of view in this situation, I think allows us to communicate better. And then clarity, like knowing your point.

• 24:27Matt Abrahams?

  Being clear and concise, having empathy, appreciating others. Come to your content differently, very important. I really like this idea of thinking about the time and energy that those receiving our messages have to take. How can we maximize it for them instead of for us? So much that you have shared with us that has really helped us. You truly were a multiplier today for all of us to learn and grow. And it's lovely to learn from you in this format versus the walking around the lake that we typically do. Thank you so much for being here, Liz, and I look forward to your new work.

• 25:05Speaker 01

  It's a pleasure, Matt.

• 25:07Matt Abrahams?

  Thank you for joining us for another episode of Think Fast, Talk Smart, the podcast. To learn more about leadership and being your best at work, please listen to episode 147 and 212 with Whitney Johnson. This episode was produced by Catherine Reed, Ryan Campos, and me, Matt Abrahams. Our music is from Floyd Wunder, with thanks to the Podium Podcast Company. Please find us on YouTube and wherever you get your podcasts. Be sure to subscribe and rate us. Also, follow us on LinkedIn, TikTok, and Instagram. And check out fastersmarter.io for deep dive videos, English language learning content, and our newsletter. Please consider joining our Think Fast, Talk Smart learning community at fastersmarter.io/learning. You'll find video lessons, learning quests, discussion boards,

• 25:51Matt Abrahams?

  my AI coach, and book club opportunities. Again, that's fastersmarter.io/learning to become part of our Think Fast, Talk Smart learning community.