Come on, everybody's excited right now.

I know I am, but thank you.

It's going to be great.

It's going to be great.

So we're going to have a conversation about a subject that I think is incredibly essential for anyone who's serious about building inner wealth, which speaks to the quality of your spiritual, emotional, and relational life, and also building outer wealth, which speaks to influence, impact, and income.

Influence meaning the amount of people that you're actually helping impact referring to the qualitative difference you're actually making in their life when you reach them.

And then income referring to the value you receive in exchange for that and how you use that value to be an answer to issues in the world.

Yeah.

Got you.

You got me? Yes, sir.

But people matter greatly to me.

It's probably one of the reasons God kind of called me into the work that he called me into.

And so I feel like Kill Michael kind of shaped that on the inside of me.

And, you know, I went off to school and long story short, What got me into this, to answer that part of your question, meaning ministry and serving people, wasn't just the high value I had on people.

It was the personal pain that I went through in my own life.

yes sir yes sir

So my question, how does relational intelligence help us distinguish between someone who was fundamentally a bad fit for our culture versus someone who was just relationally misaligned because they feel invisible in the organization?

I'm not sure how to answer the first part of the question if this, if the organization does not have core values that demonstrate or reveal some of their expectations relationally.

So let's say for us, what's included in the fabric of our core values are some relational expectations, not just what we do here, but how we interact here.

So I'm not quite sure how to answer that if the organization hasn't made that clear, because then it becomes kind of like nebulous and vague.

And it is, hey, you just do things we don't like.

But You haven't made clear what the things you don't like are or what those things you expect are.

What we're talking about here in terms of the other end of the question is this.

I would love to hear how the RQ framework can help women leaders to navigate that dynamic in a way that remains both authentic and effective and even turn it into a strategic advantage in high pressure, high stakes environments like construction.