Audio Transcript Auto-generated
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Finally, intellectual humility is needed in the leadership in the
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administrative side of education.
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My first suggestion is to seek feedback from all sources.
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Just this.
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Teachers should seek feedback from their students.
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Leaders should seek feedback from those day late.
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Three years ago, the C B did this on a
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system level asking for participation in their employee engagement survey.
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The results found that people were highly distressing, distressing of
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and dissatisfied with middle management.
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The answer was apparently to double down on the amount
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of middle management positions, and we'll double them now.
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I think we can all put together the logical story
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to support their decision.
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But I'm pretty sure if you asked any of those
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who aired their grievances, their solution would not be toe
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ADM or managers.
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The problem for many is a feeling of disconnection at
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the ground level, from the decisions being made at the
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top level.
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Now the theory here is that you know, with more
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people to juggle the Thea administrative duties, each will have
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more time to connect with those they serve.
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They'll actually have a stronger sense of what's going on.
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This plan only works, though, if the people at those
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positions know how to connect with the people.
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And it isn't one person's fault you could never see.
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And you never will see a director in a classroom
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long enough to know what's going on.
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And it can't be solved just by adding someone else.
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This problem is highlighted by the differences between management and
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leadership and requires greater leadership skills between every letter level
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of the bureaucratic change.
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A director can only act on what they hear from
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their principles, right?
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Who can only act on what they hear from their
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A, P S and teachers.
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Attn. Any point in the chain there is a lack
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of trust, right?
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They who you we lose.
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Ah, connection Here are there.
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Um, there will be a perceived feeling of disconnection between
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top and bottom because of those his lack of communication.
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Now you can't just send all the directors or principals
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or a P s.
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We're supervisors to ah leadership retreat, though, and expect our
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problems toe all be solved.
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Like I said, the issue isn't at one level.
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It's at all levels from teachers to the highest levels
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of the organization.
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You know, these thes these blips and communication can happen
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anywhere. Thank you.
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Um, so it could be anywhere.
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But since Julius was so upto tell us and remember,
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the Titans attitude reflects leadership.
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So we're going to assume the leaders could take the
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lead on this portion.
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If administrators seek feedback from other teachers, it puts them
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on the same level.
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Is them, um, you know, just as with you and
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your students or, you know, your Children asking, asking them
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for advice.
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And, you know, it gives them something that gives them
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some skin in the game.
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Leaders can ask for on this feedback and share their
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professional goals with teachers to model, how to seek feedback
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from their own peers.
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Once we're all on the same level, it makes it
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easy for us to share with one another.
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It's It's much easier to work together when we know
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we're all doing the same work.
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And when we see our leaders more than you know
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when they need to report or something.
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Now, now it's easy to be honest with your employer
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in an online third party collected survey, but it gets
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tricky when you're face to face.
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That's why it's so vital toe develop these trusting relationships.
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And this is where we get back to my original
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question. Why is it so hard to provide feedback to
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superiors? Well, as I already mentioned, it gets easier if
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we're close to them.
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If we feel like a school leader is equal to
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us, um, then we'll trust them.
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Or the late scholar Hugh Nimbly gives the example of
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the great generals from David and Alexander on down sharing
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their beans or masa with their men, calling them by
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their first names, marching with along with them in the
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heat, sleeping on the ground and first over the wall.
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These leaders were in the trenches with their troops.
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They knew and cared for their lives, and their soldiers
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trusting Lee followed them in battle.
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Um, one example from more recent research of earning the
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trust of people we service leaders is to ask people
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for favors.
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Recent studies have shown that one extremely fast way of
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building relationships is asking for a favor.
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Uh, asking for help shows vulnerability and trust with just
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a sliver of inter inter dependence that speaks to the
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Inter need to feel like an important team member.
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This was actually taught to me by my wife, who
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said one thing that she does Thio start building relationship
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is to ask someone for a glass of water.
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Are and all right.
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I am like this.
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There's a silly theory, but I looked it up and
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there's actual research out there that that this is related
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Thio it does it and this level of ah, vulnerability
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and in a leadership position when you do this, this
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delegation on and the trust it creates is a fantastic
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example of intellectual humility.
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Right, It so is that you don't have it all
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that you need some help.
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So now that we know where it's needed on why
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it sort of how we can use it there.
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How do we encourage intellectual humility?
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My principal gave me fantastic advice this spring on, and
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now I'm going to share with you.
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He told me Now, when I'm complaining about the system
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in reality, I'm complaining about myself because I'm the system,
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right? There are people up there, But when when we
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look at you know the system, it's it's really each
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one of us.
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Were all the system we need.
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We we have the capacity to change what we want
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to see in the system toe to steal from Gandhi
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there instead of blaming it.
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Then I've decided toe hold myself accountable for what I
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want to see in my job.
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Instead of raging at the bureaucracy, I've become or tried
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to become a least, ah, leader at my level, trying
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to promote the good that I want to see around
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me. I have tried to have stride to be what
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Nibali set of leaders as the leaders, air movers and
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shakers. Original, inventive, unpredictable, imaginative, full of surprises that discomfit
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Yemen enemy in war and the main office in peace.
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I mention all this because as the picture of the
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rooster leading the hens notes, Ah, Leader is just the
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person who goes first does not depend on rank or
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title. If you are unhappy with leadership above you, be
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an example of what you want to see from them.
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Take risks to be vulnerable, asked the hard questions and
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show some empathy.
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In order to encourage intellectual humility, one must be identified
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as a leader and practice intellectual humility.
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So how do you do it?
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First? We must think with an intellectual humility, you know
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What? What could I be missing?
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What would someone else think of this?
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I should go and get her or him.
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The more we think that way, the more we start
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speaking with intellectual humility.
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We ask, Can I get your opinion on this and
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what do you think?
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And can you see anything wrong with this?
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Speaking with intellectual humility involves deferring some of that that
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rage and blame and approaching situations with vulnerability and empathy.
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Asking the right questions is how we grow to act
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with intellectual humility.
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Acting with intellectual humility starts with.
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Asking others for feedback is a reflection of our realization
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that we are not perfect and we don't have all
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the answers.
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Uh, admitting errors and taking responsibility for failures also shows
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intellectual humility and finally, there.
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There is great value in responding without reacting.
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When training in the matte system, which I used that
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Christian mingle on before in the States, it's taught that
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a human reaction is a kn emotional response, wherein we
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do and say things we may later regret.
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But responding involves processing those emotions and making a conscious
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choice to engage in a certain behavior.
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The repeated mantra in the man courses.
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Affirm your feelings and choose your behaviors, which is exactly
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what Paul Horn did before hitting the send button on
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his return.
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Epistle Thio Moroni on probably what Marone I could have
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done before sending his message.
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Now this all may seem very simple, but as one
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who has suffered from male answer syndrome for most of
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my life, I find myself being less than humble quite
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a bit.
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These questions will go a long way in building the
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trust necessary for your team or in your system to
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run at a non optimal level.
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When you trust those around you, intellectual humility is easier
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to achieve.
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You feel confident in your abilities and in the abilities
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of your team to fill in the gaps where you
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struggle. Recognizing the importance of this principle is the first
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step. Putting it in practice is the next Well, this
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has been fun and looking at the time.
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I know I'm quite short of the promised our, but
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I hope you were able to find a revelatory experience
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within this presentation that changes your practice for the better.
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I've included my reference list here for you to explore
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any and All of the resource is I used to
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put this together.
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I hope you have a great convention and you can
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enjoy the rest of the school year.
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And as I said earlier, I'll be available for a
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question to answer if you wanted to talk and just
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have some more personal experiences during this convention where we're
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all apart from each other.
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So thanks again and we'll see you later.