Hi, everyone. I'm Mark C Crowley and I am the author of lead from the heart transformational leadership for the 21st century. Today on the show, we're going to talk about a potential recession and why it would be an absolute disaster for managers to seize back power that they perceived of lost during this past two years. We're going to talk about the science on why people need to marinate and positive emotions in order to excel at work. And I'm going to share the most inspiring thing you can say to people who work for you even when we are potentially on the brink of a recession. So we're going to do that in a whole lot more, stay tuned. Welcome back to our delicious conversation with Mark Crowley. This is part two of our episodes with Mark. He is the author of lead from the heart. Transformational leadership for the 21st century. His mission is to fundamentally change how we lead people into workplaces around the globe. The guy has been featured in everything from fast company magazine Forbes all the way through to his work being taught in educational PhD programs at the university of Massachusetts. He taught at the university of Iowa's MBA program, his stuff is there, and he has a podcast by the same name, the heart of leadership. Lead from the heart rather, lead from the heart is his podcast. And that is an audience in a 163 countries. He has a massive following on Twitter, very influential guy in part one, we talked a little bit about this leading from the heart, what it really means and what it doesn't mean and this suspicion that it's going to be all whoo whoo and soft skills and we've really undervalued all that stuff and his work and his research along with the research of the heart math institute has really shown how really getting the optimal out of people is actually a heart centered basis and that we've been really working out of an old paradigm and that all paradigm is that this, the brain is the most important thing. But, you know, Mark and I touched on there is there is an intellect in the heart and I really want to get you to understand that. So first of all, we think about neurons as being in the brain. But you also have neurons in many places, but the three major places are in your brain in your heart and in your gut and they all communicate with each other, but here's the thing. There is no precognitive process. There is no prefrontal cortex to the gut or to the heart. It's very knowing it doesn't overthink it. And you know if you've ever had one of those cycles where you're thinking something to death, but that's the prefrontal cortex. That's you overthinking a process whereas your heart just knows and you know that. We even use that language. Why did you make decision? It was just in my heart. I knew it was right. And you know, and we'll all say, you know, I didn't follow my heart instinct. I didn't follow what I knew. And that's how I ended up being a shit show. Well, this is exactly what we're talking about. The only distinction is that it's how you get the optimal out of people. So in the first part, we talked about that. We talked about the misunderstandings of it. We talked about why it's important to nurture people to give them this sense that they are valued and to give people what it is they need that they actually don't even know they need why this is so important. In part two of the show, we want to look at the application of that. And we want to look at the application of it, particularly in a post pandemic world where I think it's close to a 100 million Americans of quit their jobs. And by the way, the great resignation is not limited to the U.S.. If you've been reading my stuff, you know that I wrote about it at the end of the pandemic when I said that the great resignation is global. We were people resigning from work in Vietnam, which is not a first world country. It's a country where you have to go to work. They were doing it in China, right? The Communist Party. People were walking away saying, I've had enough. I'm going back to the village. Even with not having anything, they walked away. Great resignation. There were people who couldn't resign, and they just didn't have the money to deduct their support to the number way to do that. And they went to quiet quitting. What does that mean? It means basically I will be totally unengaged. Business was very slow to understand how to respond to that. And now we've come into this next phase, which is now there's a potential for a global. Recession might be the word. It might be another word that's stronger. Talk to us about leading from the heart with all those considerations, Mark. That's a lot of things going on. There's a lot of things going on. I want to, you know, I said at the beginning that we're brothers from different mothers. And you mentioned Antonio damasio, and I can see out my window, the salk institute in la Jolla, California, where he wrote the book, which is cleverly called Descartes error. So I just find that amazing that you would know that. But he was one of the very first persons to say that Descartes was wrong. And the other thing that I want to point out is just before we get into what you just set up, is that they're going to have to be people listening to this that are still going to be unpersuaded. Of course. But the science, if you take the whoo whoo Ness out of the idea of a heart and you just think of it from a sock institute scientists saying that you're not the rational person you think you are that you're making your decisions emotionally and then your mind is rationalizing it to make the decision that fits into that. That's how people operate. So how we make people feel at work is really the driver of whether or not there are going to be committed or not. So I say that as a setup to