Brené and Adam on What They Will Never Agree On | from The Curiosity Shop with Brené Brown and Adam Grant

Summary

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WorkLife with Adam Grant: Brené and Adam on What They Will Never Agree On

From The Curiosity Shop with Brené Brown and Adam Grant
Date: March 24, 2026

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Episode Overview

In this lively and candid conversation, Brené Brown and Adam Grant revisit a public conflict from their past regarding the concept of authenticity, exploring the misunderstandings that nearly ended their relationship before it began. They discuss how they reconciled, what the process taught them about trust and repair, and ultimately align on a nuanced understanding of what healthy authenticity at work truly means. The episode is rich with personal stories, moments of humor, mutual vulnerability, and thoughtful debate—providing a masterclass in collaborative disagreement and repair.

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Key Discussion Points & Insights

1. The Origin Story: An Inauspicious Meeting and a Public Disagreement

• First Encounter (02:32–04:10):

  • Adam and Brené recall their brief initial meeting backstage at a conference. Brené admits she was "locked in" and may not have been fully present.
  • Adam expresses initial insecurity, feeling less known compared to Brené.
  • Brené reveals she always prays in green rooms before speaking.

• The Article That Sparked Public Disagreement (04:20–13:10):

  • Adam wrote a 2016 New York Times article critiquing "be yourself" advice, quoting Brené’s definition of authenticity—without context.
    • Memorable Quote (Adam, 04:28):
      “You had the best [definition of authenticity] by far. By far. I mean, nailed it in a sentence… What I did not do, and I regret having not done it, was read the rest of the work and understand your definition in context.”
  • Brené felt Adam weaponized her work out of context, prompting her to write a strong rebuttal and distance herself.
    • Memorable Quote (Brené, 08:10):
      “Here’s the thing that’s frustrating to me about the perception of my work… built into the definition of authenticity is boundaries.”
  • Candid talk about women’s workplace vulnerability and the dangers of misapplied “vulnerability without boundaries.”

2. Gender, Context, and the Weaponization of Work

• Brené notes the frequent misunderstanding of her work, particularly by men and in the media (11:39).
• She describes the pain and frustration of seeing emotionally resonant work clipped or reduced in nuance, drawing parallels with how Amy Edmondson’s “psychological safety” work is misunderstood.

3. Rupture and Repair: Four Years of Silence and a Path to Reconciliation

• After the public spat, the two didn’t communicate for four years. Both respected each other’s work from afar (17:38–22:00).

• Adam eventually reached out during COVID, asking Brené to virtually address a women’s sports team; Brené said yes, seeing it as an opportunity for repair.

  • Key Moment (Adam, 20:09):
    “I find it really hard to fully separate the art from the artist. I started coming around to the idea: this person has a lot to contribute.”

  • Key Moment (Brené, 22:40):
    “I felt hypocritical… he can’t be the avatar for a general frustration I had because I am the avatar for so many people’s frustration.”

• Brené and Adam reflect on the research: leaders build trust when they ask for help, which influenced Brené’s response to Adam’s request.

4. Masterclass in Apology and Repair

• Adam exhibits rigorous, thoughtful apology and repair practices, impressing Brené with his specificity, intentionality and research-driven approach (28:59–35:13).

  • Memorable Quote (Brené, 29:04):
    “I don’t think I’ve ever been across from someone… taking more full accountability in a repair situation and issuing a more thoughtful apology than you.”
  • Key Technique (Adam, 35:09):
    “I apologize for this. I’m wondering if this left people feeling like this. That was not my intention. There was a gap between my intention and my impact. I see that. I apologize for it. I own it. I will course correct.”

• Discussion on how family backgrounds (e.g., shame-bound families, culture of honor) influence the ability and willingness to apologize and repair.

5. Nuances of Authenticity: Boundaries, Empathy, and Context

• Both agree that authenticity without boundaries and empathy is not healthy authenticity (16:26–17:22).

  • Memorable Quote (Adam, 16:56):
    “Authenticity without empathy is selfish. It’s not just about saying, ‘This is who I am.’ But also I need to do that in ways that show regard for other people’s values and well-being.”
  • Memorable Quote (Brené, 17:22):
    “Authenticity should be in service of connection.”

• Brené articulates her core message (13:27):

  • “Be yourself with people who’ve earned the right to see yourself… share your story with people who’ve earned the right to hear your story, and with people with whom you’ve built a relationship that can bear the weight of the story.”

• The emotional and physical toll of not being able to bring one’s true self to work or home is discussed (38:44–39:40). Brené and Adam reference academic research (e.g., Hewlin on “facades of conformity”).

6. Communication in the Age of Clipping and Shortcuts

• Both lament the trend of reducing nuanced work to oversimplified, certain-sounding social media clips (41:38–43:14).
  • Memorable Quote (Brené, 42:51):
    “I hated about it the most is how people were clipping me to seem so certain and eliminating all the pauses and all the complexity.”
• Adam argues for responsible distilling of complexity; Brené pushes for communicating complexity without losing its essence.

7. Disagreement, Divergence, and “What We’ll Never Agree On”

• Adam and Brené each share topics they expect to always disagree about (50:19–56:13):

  • Where research and lived experience clash (esp. around return-to-work discussions).
  • Email versus text etiquette.
  • Faith and empiricism:
    • Key Moment (Adam, 55:34):
      “I don’t believe in anything that can’t be proven, but I also don’t disbelieve in anything that can’t be disproven.”
    • Key Moment (Brené, 55:57):
      “If it’s a mystery that surpasses all human understanding, I’m for it.”

• The episode closes with self-reflection, appreciation for each other’s growth in disagreeing well, and a commitment to keep tension organic by being truly themselves.

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Notable Quotes & Memorable Moments

• On misunderstandings and weaponization:
  • “Don’t weaponize the first line if you don’t understand the second. I can’t fix the fact that people don’t read the whole thing and leave with a single message. Any message taken out of context is dangerous.”
    (Brené, 08:19)
• On apology and accountability:
  • “I’ve never been across from someone… taking more full accountability in a repair situation and issuing a more thoughtful apology than you.”
    (Brené, 29:04)
• On research versus lived experience:
  • “I always trust the evidence over experience… but I always question where the research stops being helpful because that’s not people’s lived experience.”
    (Brené, 53:03)
• On healthy authenticity:
  • “Authenticity should be in service of connection.”
    (Brené, 16:56)

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Key Timestamps

• First Meeting & Early Impressions: 02:32–04:10
• NYT Article, Public Disagreement, and Misunderstandings: 04:20–13:10
• What Authenticity Really Is (Boundaries included): 08:19 & 13:27
• Weaponization and Misinterpretation of Work: 10:17–11:37
• The Four-Year Rift & Respect from Afar: 17:38–22:00
• COVID Collaboration & First Steps to Repair: 20:09–24:11
• Adam’s Apology Masterclass & Brené’s Admiration: 28:59–35:13
• How Upbringing Shapes Repair Ability: 36:13–38:11
• Nuances of Compartmentalization/Masking at Work: 38:44–39:40
• Clipping, Certainty, and Social Media: 41:38–43:14
• Complex Simplicity / Simplicity Beyond Complexity (Holmes): 44:42–45:24
• Disagreement: Faith, Empiricism, and Communication Mediums: 50:19–56:13
• Episode Reflections and Growth in Disagreement: 56:27–58:21

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Tone and Style

• Warm, candid, humorous (“I was two.” “Fuck off.”)
• Deeply self-reflective, demonstrates emotional intelligence and humility.
• Academic rigor blended with personal storytelling.
• Modeling healthy debate, repair, and ongoing curiosity.

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Final Thoughts: What This Episode Offers

Listeners new to the Adam–Brené dynamic will witness true intellectual and emotional collaboration—how two high-powered thinkers navigated a messy rupture, used research in their own lives, and now model respectful, growth-oriented disagreement. The episode is an invitation to take authenticity beyond glib self-expression, rooting it in courage, empathy, and boundaries—and to handle relational conflict with curiosity, humility, and skill.

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Transcript

[A]

Hey, everyone. I'm excited to share something new with you. Every time Brene Brown and I do a podcast together, listeners ask for more. So we just launched a podcast together. It's called the Curiosity Shop. And every Thursday, the two of us will combine our right brain and left brain sensibilities to explore timeless questions, riff on and debate cultural moments, and unpack evidence on getting wiser, stronger, kinder, and closer. Today, I'm bringing you one of our first episodes. It's about the public fight we had about authenticity that nearly ended our relationship before it began. We discussed where we went wrong, how and why we reconciled, and what it taught us about trust and repair. We also finally align on what healthy authenticity looks like. For more, you can find the Curiosity Shop on YouTube or your favorite podcast platform. Hope you enjoy it as much as we did.

[B]

Welcome to the Curiosity Shop, a show

[A]

from the Vox Media Podcast Network.

[B]

Hi, everybody. Welcome to the Curiosity Shop. I'm Brene Brown.

[A]

And I'm Adam Grant.

[B]

We're glad you're here. We're here.

[A]

I'm glad we're here.

[B]

I'm glad we're here.

[A]

Minor miracle.

[B]

I'm shocked. We're here.

[A]

Really surprising. We did it well. We're doing it well.

[B]

Yeah, yeah, yeah. Let's not get too excited. Two things that I think we should talk about today for our first podcast, Maiden Voyage. One, how we got here and almost didn't get here.

[A]

Are you sure we want to go there?

[B]

I think we should. And if this absolutely goes to hell, what our best predictions are about, why it'll go to hell. How about that?

[A]

I definitely look forward to that one. Yeah.

[B]

So let's jump in.

[A]

Okay. Before we do that, I want to take a quick moment to thank our launch sponsors. We have SAS powering better decisions with data and AI. You can learn [e-mail]. that's sas.com.

[B]

and if you're looking for a partner in design and productivity, you can also check out our other launch sponsor, which is Canva. You can learn [e-mail] I'm self teaching myself, Canva. It's really fun. If you can't find me sometime, it's because I'm trying to make cool things. That's canva.com and thank y' all both for being launch sponsors. That's exciting.

[A]

We're obviously thrilled to have them on board and you'll get to hear more about them as we go.

[B]

Yeah, let's do it. So tell the story about how we first encountered each other.

[A]

Well, I remember meeting In a green room, backstage before an event that we were both speaking at. And we probably chatted for five minutes.

[B]

This was before our desktop.

[A]

Yeah. Yeah. This was a decade ago, probably.

[B]

Oh, wow. Okay. I don't remember.

[A]

Maybe. No, it was longer. I think it was 2013, 2014.

[B]

What? Yeah, I don't remember.

[A]

I think we were in Arizona and we met backstage or. No, it was a green room, and I think we chatted for five minutes and that was the end of it.

[B]

And I clearly left a bad impression because you took me down in your online article. Your article from the New York Times. Yeah, go ahead. Go ahead. Clearly, that was not a good meeting. This was not a good meeting, folks.

[A]

It was. I thought the meeting was fine.

[B]

Okay, so let's talk about that.

[A]

I actually left it feeling like I was awkward because I felt like I knew who you were and you didn't know who I was.

[B]

I would be surprised if I didn't know who you were in 2013.

[A]

I don't know. I just walked in and introduced myself. I don't know if she knows who I am, and I don't know if I should introduce myself as if she does or doesn't and didn't know what to do with that.

[B]

You know, it's probably because when I'm in a green room, I'm locked in. And that's probably why I'm locked in, because I'm praying.

[A]

To whom?

[B]

God. I am praying. I have a prayer that I say every time before I speak, before a speech, before a talk or anything. Oh, yeah.

[A]

Oh, yeah. Okay. So I had no idea. So I was trampling on your prayer.

[B]

No, no, no, you weren't trampling. But I'm probably locked in. In a green room. And maybe back then, even more so.

[A]

I believe that.

[B]

Yeah.

[A]

But, you know, other than just not being sure how the interaction went, I didn't really think about it.

[B]

So then let's talk about what happens next.

[A]

Okay. Then I was writing an article about what I consider problematic advice for people at work, which is be yourself.

[B]

Agreed.

[A]

And I was looking. Well, I wrote the article basically just trying to capture some evidence about how people who are too obsessed with being themselves and end up making bad impressions and getting worse performance reviews and not getting promoted. And I finished the draft of the article, and my editor said, you need a definition of authenticity. And I started looking up definitions, and you had the best one by far. By far. I mean, nailed it in a sentence. And I thought, this is it. And I thought it was a shout out, like hey, Brene has done the best work on authenticity. Let me quote her. What I did not do, and I regret having not done it, was read the rest of the work and understand your definition and context. Because I think I would have framed the article very differently, but it didn't cross my mind. I thought it was, hey, Brene's done great work on authenticity. Here's how she defines it and here's how the advice to be yourself can get you in trouble. And that is not how it came across to you. I think because I woke up the next morning and my social channels, my email, even some texts, all of it was blowing up, saying, brene Brown just smacked you down. I was like, what? I was shocked. You were not happy, but didn't.

[B]

Let's find it. We should have prepped for this. What is the. Let's see.

[A]

You're looking for the title.

[B]

Yes.

[A]

I did not write the headline.

[B]

Now let's go ahead. Go and tell folks the title.

[A]

I think the title was unless you're Oprah, Be yourself is terrible advice.

[B]

And then. But where was the part I'm in the LinkedIn. What was the part about me? No, there was. No, no, no. We should look. Hold on. Let's look. This is the LinkedIn, by the way.

[A]

We've never. We've never really talked about this.

[B]

No, we've never talked about it. No.

[A]

I think around it.

[B]

No, I think what happened was. What year was that?

[A]

2016. That one.

[B]

It's not this one.

[A]

It's the Oprah one. Go back up.

[B]

Hold on. We're looking right here.

[A]

Yeah, right there. January 2016.

[B]

Okay. Yes. Yeah. So. So it was a smackdown of authenticity.

[A]

I didn't mean it for me for it to be a smackdown of authenticity, though. Right? I was trying to say the. The be yourself advice as a way of expressing authenticity, but I actually believe.

[B]

But I actually believe that authent. This is such a wild thing that we ended up here. We did not plan for this. Every time we sit down, this happens. You have no idea how many times we've scripted what we're going to say. And it never works. Here's the thing that's frustrating to me about the perception of my work. Be vulnerable is the takeaway. But no one reads the next three sentences which says, vulnerability minus boundaries is inappropriate disclosure. People read the definition of authenticity, but built into the definition of authenticity is boundaries, boundaries. The cost people have. Look, I've worked in unsafe places. Like literally. My first boss out of my MSW program threw a glass, paperweight, at me? No, I have worked in. Oh, yes, I have worked in. Really tumultuous. And let me tell you, like, I graduated from high school in 1983.

[A]

I was two.

[B]

Yeah. Fuck off. When for me, sexual harassment was the price of entry for work. Yeah.

[A]

So sorry.

[B]

No, no. Yeah. But it's. For most women my age, we, you know, I. The whole idea that I would tell people, you know, without any boundaries, be vulnerable. Read the rest of it. Don't weaponize the first line if you don't understand the second. I can't fix the fact that people don't read the whole thing and leave with a single message. Any message taken out of context is dangerous. When I was a young academic, I. I was authentic by my definition, which was. I was brave. I was boundaried. I trusted my instinct about who to trust with, you know, things that I wanted to share and not share. So the whole thing is that no one talks about the emotional weight of not being authentic, you know, So I think authenticity is a very complex thing that includes being back boundaried and building internal systems where you count on yourself intuitively to trust when you can share and what you can share and with whom.

[A]

And I'm completely on board with that and clearly did not capture that in this short piece where I quoted you out of context.

[B]

Yeah. And so I think that. So when I read that, probably my ire towards you. Is that right? The right word? Yeah, like my.

[A]

Oh, I think it was stronger than I.

[B]

Are you do?

[A]

I mean, look at some of the sentences you wrote in your response.

[B]

Oh, but people complimented us on our back and forth. Right. People were like, wow, this is how more people should argue this way. But I think we debated. I was absolutely pissed because. I think you represented a larger wholesale issue with the weaponization of work. And it's not just my work. We were with Esther Perel last night because, you know, coming off a South by Southwest event, The hardest. One of the most difficult things about emotional resonance, when you write with emotional resonance language, emotionally resonant language, is it succeeds in doing the thing the writer wants, which is to internalize it and make it your own. It's emotionally resonant. It finds a compartment in your heart where it can live. It gets cozy, it gets a blanket. It snuggles into the sofa in your heart and thinks, yeah, this speaks to me. This is true. Then you make it your own, and then you regurgitate it through your own lens. And that's why people are like psychological safety. So you're basically What Amy Edmondson is telling people is if it doesn't feel comfortable, then it's okay to say you're unsafe. No, she never said that.

[A]

But the opposite of that.

[B]

She said she's a hardcore performance researcher. Right. And so I think you. And it didn't help that you were a dude.

[A]

Oh, wait, so I got stereotyped as one of those men?

[B]

Yes. That you. Yes. I think my initial reaction. I don't think I had the language back.

[A]

Quantitative social scientist jerk.

[B]

Yeah. Mansplaining my work and taking it out of context. So then I was like, I'm done with you. I was just like, I can't. And, God, in a way, it was

[A]

more than that, wasn't it?

[B]

No, I don't think so, because I had never.

[A]

We didn't talk for four years after

[B]

that, but we had never talked before that.

[A]

That's true.

[B]

Yeah. So it's not like we were friends and I broke our friendship.

[A]

No, but we. I mean, I wrote a pretty strongly worded rebuttal, and then you responded again. And then we just. That was the end of it.

[B]

Yeah. And I remember somebody, I don't know, it was Seth Godin or someone was like, hey, y', all, there's a dust up on LinkedIn. I was like, oh, please. But, yeah, I just wasn't doing it. But I have to tell you that it was probably a disproportional response.

[A]

You think?

[B]

I'm sorry about that. Yeah.

[A]

Oh, thank you. Well, I'm sorry that I failed to read your definition in context, because I would have written really differently about your work and how it actually is the solution to the problem. With be yourself advice, not part of the problem.

[B]

Yeah. Cause I think people who understand my work know that my bottom line is, be yourself with people who've earned the right to see yourself share your story with people who've earned the right to hear your story.

[A]

Wait, say that again.

[B]

Be yourself with people who've earned the right to see yourself. You know, to see you and share your story with people who've earned the right to hear your story, and with people with whom you've built a relationship that can bear the weight of the story. You know, that's like. And it's so. This is really interesting because people. This is. This is so interesting because people also say, wow, you're telling people to take their armor off at work. And I said, no, actually, when we do a Dare to Lead intervention, the reason why a lot of CEOs, after the first meeting with me say, I'm not working with you is if you want us to come and do the work, I'm happy to do that. We're gonna start by identifying the people with the least formal, the least amount of formal power and the least amount of proximity to power. And then we're going to start with one question. Why is armor required or rewarded here? And if you're willing to hear what information we collect from that process, you're a great fit for this work. If you don't want to know what you and other leaders are doing to make armor required and rewarded here, you're not going to like working with me so powerful. Yeah. So very few people make it through that litmus test because most people are like. And then you can imagine if I'm working with the CEO that says, I want to know.

[A]

Yeah.

[B]

Because the armor is not only killing them, it's killing innovation, it's killing trust, and it's killing performance.

[A]

It's shocking to me that there are leaders who wouldn't want to know.

[B]

Oh, the majority.

[A]

I mean, one, that I think long term is a choice to fail.

[B]

It is a choice to fail, but it is a choice of self protection and ego over winning.

[A]

Yeah. And secondly, I mean, I think it's just morally irresponsible to not care about the impact you have on anyone.

[B]

This is where we go so wrong. Because I'm like, but isn't the protection of power and privilege morally irresponsible?

[A]

Yeah, it is.

[B]

Yeah. So that's where this lives. So I think I was, and I have to say it was an embryonic moment in my career when this happened, that I was just starting to see people bubbling up, taking the work out of context. And it was at a larger scale than I could whack a mole down. Because at first I was just responding to every tweet, every everything. No, no, that's not this. You missed this part. No, no, no, this. And then there it is in the New York Times, you know, and I'm like, shit.

[A]

Well, I. Look, I think you can say your response was disproportionate, but I'm the one who caused the response in the first place with what I wrote. And being careful in my writing and being respectful of other people's work are core priorities for me. And I'm sorry that I failed to live up to those standards. I, I think a couple, A couple, A couple things are, you know, are occurring to me as we talk this through. It's strange that we never talked about this.

[B]

I think we've never Talked about it. We've never, we've walked around it. We've never walked into it.

[A]

No. And I'm trying to figure out why, which I want to. I want to talk about. But I think one, you know, one thing that, that hit me after I got some distance from your response was what I should have said. And what actually I think we agree on is that authenticity without empathy is selfish. That is not just about saying, well, this is who I am. Let me express myself. But also I need to do that in ways that show regard for other people's values and well being.

[B]

Yes. I think authenticity without empathy and boundaries fails to be authenticity. And I think authenticity should be in service of connection. So I think it's very difficult in a work perspective, from a work perspective to be authentic in an environment where conversations about power and identity are not. Okay.

[A]

Yeah. Yeah. I think, I mean, it's remarkable how aligned we could have been on that. So why have we never talked about this? Cause I came out of that thinking, I will never talk to this person again.

[B]

Same. Oh, for sure. By design. Yeah. I mean, just yet. No. I don't know. So for the over four years, over the course of the four years, several people came to me and said, I know you and Adam had like a real disagreement. It was pretty public. I think you would weirdly get along. And it's not that they said, I weirdly think you would get along. They said, I think you would weirdly get along. Which we weirdly get along sometimes. Yeah, sometimes. I mean, we think we always get along. Maybe there's been hiccups, but they're not hiccups. I don't want to. There's been moments of frustration and then repair frustration on both sides. I don't know. I just wasn't interested because we've never talked about this before. Because I think in the four years that followed the article, this became one of the heaviest and hardest things in my life. This kind of misuse and weaponization of my work.

[A]

And I was an avatar of that.

[B]

And you were an early avatar of that. Yeah. And so I think I just was like. And it was coming in, it felt sandwiching for me because on the one side I got, you know, you're not understanding what it's like for some people that are not in your position, what it means to be vulnerable. And I said, you know, God. And then on the other side, I remember I gotta revise and resubmit on an article that said you've oversampled, especially black women. And so yeah. And so it was 48% of one of my samples. But I think it was like, because that's who's being targeted right now. And so it's not an over sample. It's a. You're an under. Stupid. I mean, like, I just have this bad reaction. So I think I just was disinterested. The hard thing for me that was felt misaligned is I was reading all of your work.

[A]

I was reading yours, too.

[B]

Yeah. I was reading your work, highlighting your work.

[A]

Work.

[B]

Challenging myself with your work. I was respecting and appreciating your work. So then I get the call four years later from you. Do you want to talk about that?

[A]

I don't know.

[B]

Yeah, you just go ahead. You called for. You asked me for a favor.

[A]

I asked for help. Yeah, I was. Well, yeah, I mean, I was reading and learning so much from your work and watching your talks, and every. The other thing that happened was everywhere I went, you had spoken same. I kept hearing. I actually have two questions I always ask when I'm either speaking at an event or visiting an organization. One is, what can I do better? The other is, who's the person who's had the most impact? And every single place I went, when I asked who has most helped your organization or your people, the answer was Brene Brown. And at first I was like, damn it, I hate that. This is terrible. Newman. Exactly. Newman. It was such a Seinfeld moment for me. Newman. And then it happened enough times, and I had been internalizing much more of your work, and I found myself quoting you saying, as Brene Brown says, clear is kind. And I think I begrudgingly had to admit that there was value in your work. And I find it really hard to fully separate the art from the artist.

[B]

Same.

[A]

I think your values are infused in what you create. And so I started coming around to the idea, this person has a lot to contribute. She probably has a lot of virtues. And, yeah, then I was. During COVID I was working with a women's sports team and having a hard time getting them to engage with some of the. The. The research and ideas that I thought would help them. And I decided to create a little speaker series because nobody could go anywhere during COVID Yeah. So I said, let's do this virtually. I'll bring in speakers. Who do you want? And the number one request was Brene Brown. And I. And I thought, what do I have to lose? Worst that happens is she still hates me. And we don't talk. We already don't talk. She probably Already hates me. And I was so surprised. I reached out to you and you said yes immediately by email. You responded to an email.

[B]

I did respond to email.

[A]

Very unlikely, Brene. And I remember you showing up and just one, just imparting so much wisdom to the team and two, making it clear that you wanted to help even somebody you didn't like. Like, who does that?

[B]

Yeah, because I felt hypocritical because I think you probably. That email caught me right in the middle of reading one of your books. And I think I was talking to my kids about your work too. Cause I thought it was really helpful. And so I was just like, this is so. This is just stupid. I don't know what we're. I mean, like, life is too hard at this point. Cause we were in the middle of COVID Just stuff was hard. I thought it was really generous to reach out to me. I mean, it's interesting. The first time we did a dare to lead intervention was at the Gates Foundation. And we asked. That was the first place we asked this later, this group of leaders, this question, and we've since asked over 10,000 leaders, and what is the thing that your direct reports do that build trust for you? Like someone's reporting to you what's a behavior they engage in? And everyone always thinks it's going to be reliability. Like you can dependability or reliability. And the number one thing is always they ask for help. When someone who reports to me asks for help, my trust for them skyrocks, skyrockets. So I think when you asked for help, I kind of felt like this is first of all hypocritical internally. Does that make sense to me? He can't be the avatar for a general frustration I had, because I am the avatar for so many people's frustration. And that's so unfair and hurtful. And so I was like, this is a great opportunity.

[A]

Wow, look at that.

[B]

But we've never talked about this. It's so weird.

[A]

Well, okay, so a couple things. One, you're reminding me of a classic paper by Jecker Landy, 1965 fact check that later. The paper is about liking a person as a function of doing a favor for them. And how when you are asked for help, when you help the person, if you weren't forced or obligated to do it, you come away thinking, well, I must care about them or like them. Otherwise, why in the world was I doing this?

[B]

God, that's interesting.

[A]

Obviously did not cross my mind. I was just desperate to try to get through to this team, when I

[B]

reach out to you, I have to tell you, that was a tough gig.

[A]

It was definitely challenging, and it was a Hail Mary pass to you, which

[B]

you kindly caught, ran down the field, and boom, touchdown, Brene Brown. No, I didn't actually. I actually experienced that. I didn't care as much of the outcome of how impactful our conversation was. That was not my goal for the interaction. My goal for the interaction was more repair with you and connection and just kind of build something.

[A]

Wow.

[B]

Yeah. Cause it wasn't the first time I'd worked with that specific group of people, you know, or at least an individual capacity, and I knew it was gonna be tough.

[A]

Wow. Then it was extra generous of you to take it on, given what you were walking into. But I think it's. I remember being unsure at the time. We talked probably for five minutes before we went on the virtual stage, and I wasn't sure if I should apologize and try to repair the relationship then, or if just it felt like there wasn't enough time. And I decided instead just to show my genuine appreciation for you being willing to do this and, you know, helping. And I think I'm curious now, if I had apologized then, would it have played out differently than just kind of getting to know each other on a different level through working a little together?

[B]

I think I was very hopeful that this would never come up again.

[A]

I was just like, you want to talk about it?

[B]

No, I didn't. I don't think I wanted to talk about. Then I was like, let's just lock in and help this team. Like, this is.

[A]

You're in task mode.

[B]

Yeah, I was in task mode, and I was also like, move on. And I don't think we would have. I don't know that we would have. I don't know that it would have been helpful in that. It's almost like me not remembering that I met you in the green room. Like, when I go, I have my list of questions before I do something. Like, you have your list of questions? My questions are, what's a home run look like? What's the greatest lift I could do for you right now? And sometimes someone will say, if you could make a connection between these two things, it'd be really helpful if you could do this or this? And then sometimes I have to say I actually don't believe that's true. So I won't be able to do that next.

[A]

You do not actually want what you think you want.

[B]

Yeah. I don't think you need.

[A]

Let me tell you what I think I could do that. Might be more helpful.

[B]

Exactly. And if that's what you need. Ooh, I'm not your right person.

[A]

Like, yeah, so that's such an interesting Jerry Maguire moment. Like, help me help you.

[B]

Yeah, help me help you. And zero chance that I'm going to do your bidding for something. And. Yeah, it's not going to work like that.

[A]

Okay, so you wanted to move forward,

[B]

So I just wanted to move forward.

[A]

Okay. That's helpful to know. I felt like it was an elephant in the room not talking about it. And I think our next interaction then was months later when you invited me onto your podcast, which was shocked when you did. And I think I probably just said I regretted the way that I captured your work in that article. And I, you know, I don't think we aired it, but I just said, you know, I committed to making that right, moving forward. And that was. We hadn't talked about it since.

[B]

I'm going to tell you one thing that I think is weird, that is weirdly surprising about you that I've learned in the last couple of months. I don't think I've ever been like. I think the shtick that people think about us who know us together or have been working on the podcast is like, I'm the emotions person, you're the data person. I'm the left brain, you're the right brain.

[A]

Reverse.

[B]

Yeah. Oh, wait, no, I'm the right brain, you're left brain. Yeah. I'm qualitative, you're quantitative, you know, your empirical evidence, unlived experience, you know, with, you know, empirical rising, because that's just grounded theory. But I will say one of the things I found really surprising is I don't think I've ever been across from someone who has, who that I have experienced taking more full accountability in a repair situation and issuing a more thoughtful apology than you.

[A]

Thank you.

[B]

That has been a very big learning for me about what I could do better.

[A]

Really?

[B]

Yeah. And so I think at the top of that podcast, I chose not to air it. They actually. They asked me, like, wow, that was so beautiful. Do you want to put this. Include this on the podcast? Because we were already recording.

[A]

Wow.

[B]

Yeah. And I said no, it was personal.

[A]

Do you still have it?

[B]

I doubt it. I doubt it. I don't know. I don't know. Do we keep those things?

[A]

I don't know.

[B]

I don't know. I don't know. I doubt it.

[A]

No. I'm curious to listen to it and learn from it.

[B]

Yeah. No, I think it was. Well, you mean your own apology?

[A]

Yeah.

[B]

Oh, I've got one in. Another one from you in writing. More recent.

[A]

Very recent. That was extremely recent.

[B]

Yeah. That.

[A]

Which you have not responded to because

[B]

we did it over the phone.

[A]

I know, but I wanted to document it, to make it really clear that I understood the mistake I made and I was going to correct it moving forward. And I also wanted you to have it to share with your team, because I think I left them feeling a little devalued.

[B]

But you reached out to them individually and. But. Okay, well.

[A]

And I didn't even know who was affected.

[B]

Okay, well, I just want to say that I think your repair and apology. Harriet Lerner, who I did this podcast with, on apologizing. She's just one of the greatest mentors and teachers would be like, damn, y'. All. This is a masterclass in repair and apology.

[A]

Well, thank you. I appreciate that.

[B]

Where does that come from?

[A]

I think it comes from. It comes from two places. I think. I think I. I grew up in an environment where people didn't know how to repair. And I just. I don't. I don't know. I don't know. Actually. I'm not. I'm trying to. I'm trying to make sense of this. I think the short version is. Let me. Let me try this again. I think there's something about being a child of divorce that led me to say, I'm going to be the peacemaker. I'm going to make sure everyone always gets along. At some point, I learned one of my core values is kindness and generosity. And you can't always make sure that your behavior lands the way you want it to. And so if you don't get good at righting your wrongs, then you're going to have a lot of damaged relationships. And so I think that was. That was in the background. I think I struggled early on. I really like being right. You know this about me.

[B]

Yeah.

[A]

And admitting that I was wrong is. It's really hard for me. And when I struggle with something like that, I feel like I have to overcorrect in order to build the skill that I'm trying to build. And so actually, it's something I started practicing. Allison would give me a hard time because I didn't want to admit that I was wrong in an argument. And then the next day, I would have to very sheepishly come to her and do my little Happy Gilmore routine. Do you know this scene?

[B]

No.

[A]

Okay. So I'd come in, and I'd be like, you were Right. I was wrong. You're smart, I'm stupid. You're good looking. I'm not attractive.

[B]

Oh, no.

[A]

It's a. It's a scene right out of it. Got it. And we both start cracking up.

[B]

Yeah.

[A]

And I had to do that a bunch of times to get used to saying, you were right, I was wrong, and being okay with that. Like, I'm still. I can. I can be a good person and admit that I did a bad thing. I can be a smart person still and admit that I got something wrong. Like, I don't have to get an A plus on everything. That was a hard thing for me to learn. And once I learned it, I felt like this is something I have to get good at. If I care about people and I care about relationships,

[B]

I'm like, you're not

[A]

a therapist, but thank you for inviting me to your.

[B]

No, I am definitely not another thing people get wrong about me. For sure. I have a therapist, too. Couples and individual. I'm just blown away by the application of your rigor. The same application of your rigor around organizational and behavioral science to becoming a better person. And I think I just had, like, a big learning, which happens every time we talk about hard things. I think, which is I. It's not hard for me to be wrong at all.

[A]

Oh, I want to know more about how you.

[B]

Yeah. But I don't think I repair and apologize as well as you do because, like, I'm going to get better at that. I'm going to work on that because. It's an interesting experience. I'm like, I am wrong. That's so great. Like, I take a lot of. Like, I take a lot of comfort in knowing that I'm comfortable being wrong. Like, I like the fact I like that about me. Like, I can own stuff very quickly, but I think sometimes I don't look at the damage that being wrong did.

[A]

Hmm.

[B]

Maybe because that's the feeling part of it that I don't like. And so I can definitely cognitively be like, oh, I was so wrong. You're right. But I apologize. But your repairs are very specific. They feel they don't let you or me off the hook in terms of accepting them, you name very much. I apologize for this. I'm wondering if this left people feeling like this. That was not my intention. There was a gap between my intention and my impact. I see that. I apologize for it. I own it. I will course correct.

[A]

I mean, I read the research on how to make amends, and then I internalized.

[B]

This is what I'm saying. This is what I'm saying. Like, I just feel like everybody in the room like masterclass and apologizing and repair. Everybody's like, wow. Yeah, it's impressive. So thank you.

[A]

Well, thank you for that. I think it's okay. So I want to go back to authenticity for a second.

[B]

Yeah.

[A]

You said earlier, I was just thinking about this actually in the context of apologizing. I think when people put on armor, I think there are workplaces and families where people can't apologize because apologizing comes across as weakness. Exactly.

[B]

For sure. My family and yeah, yeah.

[A]

And I just look at that and I think if you have wronged somebody or hurt someone or even done something that just had an impact that was different than what you meant. Refusing to apologize is not a sign of strength. It's a sign of narcissism.

[B]

It's so interesting how we, I think one thing we share in common is I do think about the data when I think about who I want to be. Like, I do think about research when I think about. Yeah. And so you do too, obviously. Yeah, I do. I don't know that it's a form. I don't know that I agree with the narcissism part. I think that it can be shame to apologize because I think when you're raised in a shame bound family that there's no difference between I did something wrong and I am wrong. I'm a bad person, not I did a bad thing.

[A]

So you never get the adaptive effects of guilt.

[B]

You don't get the adaptive effects of I am a good person who made a choice that was hurtful to other people. I need to repair and make a different choice moving forward. You get a, I am not a good person. I am not worthy of love and belonging. So I think for a lot of people, which is interesting, in shame bound families, I think they're. What the research shows us is there are more disconnections and disruptions and ruptures and less apologizing for them.

[A]

Wow.

[B]

So I think, and I think in my family, again, fifth generation Texan, you know,

[A]

culture of honor.

[B]

Culture. Culture of honor and shame.

[A]

Yeah. Well, I think of shame as the flip side of it.

[B]

As the flip side of honor. Yeah. Yeah. And it's actually not the flip side of honor. Shame and honor live on the same

[A]

side of the coin because they're both excessively image focused.

[B]

Managing self perception and duty over commitment.

[A]

Wow.

[B]

Yeah. I mean, I think in shame bound families there's a duty to not talk about certain Things. There's a duty of. There's duty. And duty is very different than commitment

[A]

because duty is externally imposed and pressured and commitment is internally chosen and intrinsically.

[B]

Yes, exactly. And duty, the lot. And in duty, if you make a mistake, it's not a failure of choice or behavior. It's a failure of your humanity.

[A]

Wow.

[B]

Yeah.

[A]

Okay, so connect this back to authenticity. Now, you were saying earlier that we don't talk enough about the price people pay for having to not bring their true selves to work or to home.

[B]

Yeah, I think compartment. I mean, I think there's a lot of interesting research on switching, code switching. I think there's a lot of really important work done in that area already. That the price, unfortunately, is not just emotional and cognitive. The physical price of that kind of. Having to be different people all the time is so high.

[A]

Well, I was thinking in particular about Patricia Hewlin's work on facades of conformity and how when you feel like you have to put on a mask in order to succeed professionally, you see then higher rates of burnout. You see people becoming alienated from themselves. You see extreme stress. And I was starting to think that's what happens in shame bound families too.

[B]

Oh, for sure.

[A]

I mean, you go to Thanksgiving dinner and you have to. You're basically an actor playing a role. And what toll does that take?

[B]

Yeah, I mean, it's. It's really. That's why I think I was gonna try to pull up. Let me pull up and see what the definition. Let's see. Oh, God, I'm scared to look at it, y'. All. I may not agree with my own definition anymore. Do you ever feel like that?

[A]

Yes. And then. And then I think, wait a minute. This is a great learning opportunity because.

[B]

Oh, do you?

[A]

Yeah. I think about Danny Kahneman all the time, who said to me, when I realized I was wrong, it means I am now less wrong than I was before. I've learned something great.

[B]

I like that. I think. Oh, shit. That's what I think. Let's see.

[A]

And we need to get to our. What does this look like if it goes wrong? Yeah, do we have time for that?

[B]

Should we do that on the next episode?

[A]

Should we do that in episode two?

[B]

Because I really want to go through. So we are both big fans of.

[A]

Wait, don't do it now. Because if we're going to do it in episode two.

[B]

Okay, let's do it. Okay. I can't even find the definition, which is really.

[A]

We can edit that out.

[B]

Yeah. Oh, yeah. No, it's Being one's true self and setting boundaries to protect one's true self. So, like, I think it's both the courage to be real, letting go of perfectionism. It's a daily practice. It's a collection of choices. So I think it's still what I

[A]

think

[B]

you're rarely going to find me not having boundaries attached to some definition.

[A]

I think that's so important.

[B]

But it's usually left out.

[A]

It is, and I left it out. My mistake.

[B]

But I think we do, too, sometimes in our own work.

[A]

Well, I mean, it's hard to communicate in shorthand. Right?

[B]

It is.

[A]

Capturing all the nuance in a few words is always a challenge.

[B]

But it's really interesting that you say that because we have a writer, like, when we do podcasts, that. Why are you laughing already?

[A]

Just keep going.

[B]

Yeah, that we have to approve all clips. Because right before I went off social media for almost a year, if I saw myself come up in a feed in my own feed, which is a nightmare. Do you ever see yourself come up when you're scrolling and you're like, shit,

[A]

why am I there?

[B]

Yeah, why am I there? But I think the thing I hated about it the most is how people were clipping me to seem so certain

[A]

and eliminating all the pauses and all of the.

[B]

All the complexity. They'd ask me a question, like, you know, does the blue jay call, you know, resemble the call of a red bird? And I'd be like, it's a really good question. I'm not sure. In my experience, which is limited, they're very different. And then the answer would be like, does the blue jay? And that. They're very different, like. And I was like, God, like, what about the part where I was like, I'm unsure, you know, Like, I don't know. And then the part behind it that says, but I don't really. I'm not a birder, so you should really ask a birder.

[A]

And that's all editing out.

[B]

Yeah. Sucks. That's why I just went off social media, because I was like, I don't even trust me in these things. The advice, first of all, I hate giving advice. But just what does the research show? What am I learning? What's worked in my life? I will share. But, like, don't trust what's coming out of my mouth when it's been clipped like that.

[A]

Wow. Okay. So no one should clip the Curiosity Shop out of context.

[B]

I mean, I hope you don't, but, I mean, you're going. Going to. What do you do?

[A]

I think you hope that people will engage with the long form and that the short form is it's a teaser. It's not the whole. It's not the whole concept. Not the whole idea.

[B]

Yeah, it's not even the teaser. It's like a. I don't know, it's.

[A]

Yeah, I mean, it's dessert, but don't skip the meal.

[B]

Yeah, maybe. Or it's part. It's like it's the plate that holds the ideas that you've clipped the plate but not shared the real ideas that are on the plate. That's dumb.

[A]

Yeah. But I also think we have a responsibility to take complex research and distill it in a way where people can in short time take an idea and say, oh, I never thought about that. Let me now see if that leads to a change in my experience, my choices, my behaviors.

[B]

I disagree.

[A]

I'm all for that. Really.

[B]

Yes. Well, I think we have the. I think we have a harder job, which is to communicate complexity through story and analogy and metaphor that makes it understandable without reducing its complexity.

[A]

Oliver Wendell Holmes. You know this is one of my favorite quotes, right?

[B]

No.

[A]

Okay, so Holmes said something to the effect of. For the. He said. Let me make sure I capture this. Right. He said something like. Well, you can wait. No, fact check me after. Okay. The way I remember the quote is he said, for the simplicity on this side of complexity, I wouldn't give a fig. But for the simplicity on the other side of complexity, I would give anything.

[B]

I think that's exactly right. Here it is right here.

[A]

What does it say?

[B]

Okay. For the simplicity on this side of complexity, I wouldn't give you a fig. But for the simplicity on the other side of complexity, for that I would give you anything. I have pretty close.

[A]

Okay, so what does that mean? Well, I think about that as the

[B]

difference for simplicity on this side of complexity.

[A]

You're going to draw it, aren't you?

[B]

No, I'm not thinking about it in my mind. But yeah.

[A]

So I think that for me the distinction there is. There's a difference between ignorant simplicity and elegant simplicity.

[B]

Oh yeah.

[A]

Ignorant simplicity is naive and it's missing critical information. Elegant simplicity is capturing the nuance in few words or in a really well drawn two by two diagram.

[B]

That's so hard.

[A]

It is really hard, but when you do it, it's really sticky.

[B]

Okay, I'm going to share one of my favorite quotes. We can end here and we can take our postmortem to another episode because I think we should do it. I think it's interesting. This is one of my favorite quotes. And this is weird I'm looking at because I have it on a screenshot. If I could communicate with you in screenshots, that would be okay. These are all haircuts and they're all the exact same haircuts.

[A]

Are you picking on my hair?

[B]

No. Oh, my God, no. That's funny, though. You got a good noggin. Can I say that? Am I allowed to say that?

[A]

I don't know. Are you?

[B]

I don't know. I think you have a nice noggin.

[A]

Well, thank you.

[B]

Okay. I don't know where this.

[A]

I prefer the apology compliment, for the record, as a bad compliment acceptor.

[B]

You are the worst.

[A]

I'm horrible at that.

[B]

Yeah.

[A]

I think I did okay today though. On it.

[B]

You did. I was trying to find this fight

[A]

you or self deprecate.

[B]

No, you didn't.

[A]

That's growth. I'll take it.

[B]

Yeah. And I actually. That's. I love it when you do that. I can't find my fun quote, but mostly I just have like my kids playing. Oh, wait, I can read this one to you. But it's about the feast of Mary, mother of the church in today's gospel reading. I will not share that. Yeah, okay.

[A]

Okay, wait, so we're gonna. We need to go to our closing questions.

[B]

I really am looking for my quote. Give me two seconds. There are me and Steve at prom. I can't. I don't even care. Like, we don't even have to cut this because this is what real life looks like. But I don't know where this quote is, but I'm going to say it. Maybe you'll probably know it from memory. It's so irritating. It's a quote by a German philosopher that talks about the reason that complex simplicity is so rare is because it's mostly grossly misunderstood and requires some information to get. Like. Like, I'm going to find it. Put in the show notes. But, like, please do.

[A]

By the way, I love the way you just reframe that as. As complex simplicity. That's a great paradox.

[B]

But complex simplicity is why metaphor and story and analogy to say, take something complex and then put it in a dimension that people understand.

[A]

And poetry too. And this is why we're doing this show. The Curiosity Shop is all about trying to reach complex simplicity in a world that wants easy answers and quick fixes and consumes way too much snake oil.

[B]

Oh, my God. We should leave it there. We should thank Canva and we should thank SaaS for being Kind of launch partner and sponsors with us. We're grateful for that. Okay, so this is exactly how this shit's going down. We have an agenda, and we get on a rabbit trail of research. But this is a good conversation. I really appreciated it. And I do really appreciate your commitment to being good at repair and apology, and I can say that it's had an impact on me.

[A]

Oh, well, thank you.

[B]

Not just on the receiving end of it, but getting better at doing it myself.

[A]

Well, but that only happens because I've started to absorb some of your willingness to rumble and have difficult conversations that I was too much of a chicken to have for a lot of my life, and I just don't want to be that person anymore.

[B]

Yeah, same. I'll work on it with you, Pinky.

[A]

Thank you.

[B]

Oh, look. He goes for the fist bump. I go for the pinky promise. All right, first episode in the can. What do we think?

[A]

We did it. I don't know. I think we should do our 0 to 10 rating and give each other a note on how we can do better next time.

[B]

Okay,

[A]

now the 0 to 10 is gonna seem too.

[B]

Yeah, no, it's not just a zero to ten.

[A]

What's something I. And we can do better next time.

[B]

I don't know how to use this.

[A]

I don't either. That's why I didn't bring one.

[B]

I don't know how to use this, but I want to be able to look up things and get my notes. But maybe that's just like my magical thinking that that's what I want to do. But I do want to use it. But right now we're just staring at a picture of Hannah Waddingham because I really liked her hair, and I was wondering what's on going. Skin products she was using. So this is not what's supposed to be up here.

[A]

Focus, Brene, focus.

[B]

I know. I can't. I can't. Okay. What was your surprise? Okay, so this really is a surprise question, and I have mixed feelings about it already.

[A]

I can tell.

[B]

Yeah.

[A]

Well, you know, I was just thinking about how we got here, and the preview, I guess, is we got here by disagreeing a lot.

[B]

Yes.

[A]

And so I was curious about what you think we'll never agree on.

[B]

What do I think we will never agree on? Every time I have something that I don't think we're going to agree on, I think we end up agreeing to some degree. But I wonder if return to work. But under return to work is. I'm wondering if we'll ever Agree. Oh, I think there's a lot of things we're never going to agree on. Okay. I wonder if under some of the things that we'll never agree on will be fundamentally the conflict between research and lived experience that I. I think so many constructs and ideas and theories and strategies that come out of research. Obviously it's important. I think research is important. I wouldn't be here.

[A]

Research professor who.

[B]

Yeah, yeah, yeah, right, exactly. But there is. I wonder if we'll agree upon whose responsibility it is to fill the gap between data and theory and then how that shit actually works out on the ground. Like the gap between the idea and the practical reality.

[A]

We might never agree on that. Yeah, I think that's right.

[B]

Yeah, I think we'll never agree on it because I think we'll get into a return to Work. We'll do an episode on Return to Work because I think where I get stuck is scholars who study it. And in order to study it and really have meaning, you have to have some controlled variables, say, oh, you don't need to be back at work, productivity is fine, blah, blah, blah. But then you have like Tim Cook, who runs a company at a, what, trillion dollar valuation, who I'm pretty sure knows what he's doing in terms of a creative company and was first to come out and say, everybody, back to work. And so there's a conflict between sometimes I think between research and lived experience that I wonder if we'll ever get there.

[A]

I will always trust the evidence over experience.

[B]

If I have to choose right, I will always question where the experience or where the research stops being helpful because that's not people's lived experience. And then I don't think I'll attack the research, but I'll say it's hard. I think in our line of work where, I don't know, I think it's hard. I think this will be a place of struggle.

[A]

I think so, too.

[B]

Yeah. Wait, what do you think?

[A]

Well, I thought of two.

[B]

Okay.

[A]

One is text versus email.

[B]

Oh, you're just wrong.

[A]

No, email is better than text. It's asynchronous. You can do it on your own time. You can file things away. Texts are just never ending and they grab your attention and they take control of your life.

[B]

We don't text the same. Then maybe, maybe not. Yeah. Nothing. Okay, so here's this. Nothing comes in to my text. Rarely do things come into my text that are not important. Email. I'm bombarded 90% of the email. I have to filter to find you Like, I have to filter to find you, and so. And I get overwhelmed by it. And I guess maybe I also don't share my phone number very much with people, so if you're not, like, immediate in my life, you don't have my phone number.

[A]

I don't either, but why don't you?

[B]

Like. I love texting. We text all the time. You hate it.

[A]

No, I mean, I don't hate texting with you, but we're actually having conversations about this show and learning from each other. Right?

[B]

Yeah.

[A]

I think for me, most of the communication I have with other people would be so much easier to do by email because I can sit down and do it when it's convenient and then file it away and know where it is. Email is organized. I know exactly how many tasks I have to do. Text. Just. It's just. It's a mess. I hate texting. God, don't ever text me.

[B]

No. That's funny, because we text all the time. Okay, what's the other thing?

[A]

Okay, the other thing is much, much bigger. Faith.

[B]

Faith.

[A]

Faith.

[B]

I don't. We've never talked about this before.

[A]

No, we haven't. But you listed it. When I asked you what your two core values were, you said, faith and courage.

[B]

Yeah.

[A]

And I was like, oh, we are not going to agree on this one.

[B]

Why?

[A]

I don't believe in anything that can't be proven, but I also don't disbelieve in anything that can't be disproven.

[B]

I don't believe in anything that can't be proven. Okay.

[A]

And I don't disbelieve in anything that can't be disproven.

[B]

Oh, yeah. We'll disagree on that big time.

[A]

Right?

[B]

Yeah. No, yeah. Yeah. I. If it's a mystery that surpasses all human understanding, I'm for it.

[A]

I am. For being open to the possibility but never having faith in it.

[B]

Oh, yeah, no, yeah. We won't agree on that, but I think that's okay. Like. Yeah, I think that's great. Yes.

[A]

So I think it's a minor miracle that we've gotten to a place where we can be okay about disagreeing.

[B]

Do you believe in miracles?

[A]

No, definitely not. Not a chance. You're just baiting me now.

[B]

No, no. You walked right into it.

[A]

I did.

[B]

It wasn't complicated.

[A]

No, that's fair. But I do think. I mean, we started out not being okay with disagreeing at all. I think.

[B]

Well, I was okay with disagreeing with you because you were wrong. What's something you think we can do better, I think.

[A]

I know. I really enjoyed the. I love how freeform our riffing is same. I always come away with new ideas and, you know, I think one thing we can do more of. This isn't a better yet, but one thing we can do more of is. I found myself smiling every time you said, I don't agree with that. And that is we've come a long way from. I was so pissed off when you wrote that piece. Yeah.

[B]

Yeah.

[A]

I was shaking. And, you know, I rarely emote. It was an unusual experience for me. And so to be at a place now where you can say, I disagree.

[B]

Yeah.

[A]

And I'm not bothered. And I'm actually excited to learn and also, you know, debate it a little bit. I love that. I think we can probably find a little bit more attention intellectually.

[B]

I don't think we should look for it.

[A]

Okay. But I mean, we can have meta attention around that.

[B]

I think this is such a great way to wrap it up. I think if we're both authentically who we are.

[A]

Have I earned the right to be authentically?

[B]

Yes, you have.

[A]

Have you earned the right to see my authenticity?

[B]

Yeah, I think I. I think I have.

[A]

Six years ago, we were.

[B]

No, we were not. But I think if we're both just ourselves here, the tension is going to be organic.

[A]

Yeah, that's right.

[B]

Because we just don't see the world the same way.

[A]

Nope.

[B]

But we see the same world, which is weird.

[A]

And value the same thing.

[B]

And we value. Yeah, mostly. Yeah, I think so. Let's do it. Welcome to. We're glad you're here. Come back. We'll still be on our first agenda from Podcast one by the end of the season. Probably. Fun. Thank you.

[A]

Thank you.

[B]

The Curiosity Shop is produced by Brene Brown Education and Research Group and Granted productions. You can subscribe to the Curiosity shop on YouTube or follow in your favorite podcast app.

[A]

We're part of the Vox Media Podcast network. Discover more award winning [e-mail].