Most leaders were taught to avoid conflict. Yvette Durazo shows how to read it, work through it, and build a healthier team. For business owners, HR leaders, and managers.
GROWTH PILLAR: Leadership & Ops
WHO THIS IS FOR: SMB owners / Leaders building systems
WHAT THEY'LL GAIN: A clear way to see team conflict as a message, a toolbox of leadership skills to work through it, and a sense of when to bring in a neutral outside person.
Most leaders think team conflict means something is broken. It's usually a message. Ignore it, and the cost shows up in lost people, lost money, and a poor culture.
This episode helps leaders stop avoiding conflict and start using it to build a healthier team.
Yvette Durazo is the founder and principal consultant of Unitive Consulting in San José, California. She helps leaders and HR teams turn workplace conflict into a tool for better business management. In this conversation, she explains her Conflict-IQ framework and why most managers were never taught how to handle conflict. She shares the leadership skills that help leaders stay curious and take responsibility, and how an outside neutral party can spot what insiders miss. She also covers how her work runs, from mediation to team coaching, and how conflict skills build a healthier workplace culture. Her negotiation book for women adds a personal development angle. This episode is for business owners, HR leaders, and managers focused on leadership development.
Key topics covered
Connect with Yvette
Thanks to Kimberly Gawne of Star Students for introducing Yvette to Knack 4 Business.
PARTNERS ON THIS EPISODE
Next Steps
Bernie (00:18)
Question to the audience. What if conflict on your team isn't the problem? It's the message you're missing. Most leaders were never taught how to handle conflict. They were taught to avoid it or manage it away. Today's guest helps organizations stop doing that and start doing something way more useful. Yvette Durazo is the founder and principal consultant of Unitive Consulting, based in San José, California.
She helps leaders, HR teams, and organizations stop running from conflict and start using it to build stronger, healthier workplaces. With more than two decades of experience in mediation, coaching, and dispute resolution, Yvette created the Conflict-IQ framework to help people raise their conflict intelligence and get real results.
She's taught at the University of California, Santa Cruz, and University of California, Davis, and Portland State University. She's the author of Conflict-IQ and the book In the High Heels of a Smart Negotiator. She grew up on the US Mexican border,
she'll tell you that made her a negotiator from day one. Learn more at Unitive Consulting dot com. Yvette, absolute pleasure having you here today. Thank you so much for joining us. Do you have a favorite quote or saying?
Yvette (01:29)
Thank you, Bernie for inviting me. my one of my favorite quotes is from where I base my book, Conflict-IQ, from Albert Einstein. You cannot resolve a conflict from a level of consciousness from which it was created.
Bernie (01:45)
So you grew up on the US Mexico border and how did that shape conflict? the way you think about conflict, how did that shape that for you?
Yvette (01:52)
Well, I think that it it being raised in between two countries, right? Mexico and the United States, first and foremost gave me the exposure and the experience as to be able to
Understand the political atmosphere of both countries, right? And hearing that when in the US people were complaining about something, it was like you don't know, you don't even know how bad it is in Mexico, right? And vice versa. So I think for that, it made it very unique. Also, the fact that you know it's a border town, and a lot of people go through a border town. So you have
People from all over the world coming into those borders in order to apply for asylum. so b being born and raised in between the borders really exposed me to a very diverse cultural dynamic.
Bernie (02:44)
So when did you when did you have that aha moment going, listen, I wanna help people in a professional way to resolve conflict or work with the conflict 'cause this might not be the resolution, but you you might have to work through it.
Yvette (02:56)
Yeah, that was in 2009 when I was exploring the possibility of going and getting a a master's degree. As first generation Latino women, I always struggle with having to add more certificates, more this, more that, more that, in order to open up my career pathways. And I was at a point in my life that I was raising my daughter.
pretty much by myself. And I wanted to build more my career and make it more you know, more more solid. And especially back in that time we were already dealing with one one of the recessions here in the United States. So I was thinking about going into an MBA because everybody does the MBAs after a bachelor's, right? And all of a sudden I was doing research and
One of my colleagues that knew me pretty well, because he was very good friends of mine, told me, I said, you know what, there is a degree that I that I have been pondering upon, but I think that you will be very good for it. And he sent me the link. And when I saw the link, then I learned about negotiation, conflict resolution, and peace building. It was lava at first sight. And I said, yes.
That is exactly the skills that I need because I typically tend to be the person that people will come to in any scenario at work to be able to listen to, to complain to, to help them resolve situations. and I always felt short that I didn't know how to help people, and I always felt that.
I have to carry with all the energy that they were leaving me because I didn't know how to maneuver all these things. So I thought, well, maybe this degree not only will help me with that, but it would help me to develop a skill that it is not on the radar of a lot of a lot of people in the workplace. because there was a time in place in where
Very strong consulting companies like Deloitte and McKinsey throughout research studies that performance was the only thing of value in the workplace. Nothing to do with humanity, nothing to do with that. And it came to a point that we were seeing it as we were going through a lot of government turmoil and things like that, that there were more things missing in the workplace, but people
didn't want to name it the because the work conflict was a dirty word, doesn't exist here in the workplace, right? So that's why I thought I wanted to dedicate myself to a master's degree, but this time I want to become an expert in this field and I will put my hands on anything that you can think of. Not only into a master's degree, but I'll do the right internships and I'll follow up with other certificates as needed.
in order for me to really hone this degree because this is the way that I can help humanity. And I'm an altruistic by nature, by personality trait, and that's why that was very, very important to me.
Bernie (05:56)
So you were working inside larger companies and now you've started your own unit of coun consulting. What was the moment that triggered that event?
Yvette (06:04)
knew that the work that I was doing with the the the the actual conflict resolution you become a like an ombudsperson not a lot of people understand what an ombudsperson is but an ombudsperson in an organization is a neutral a neutral party that sometimes works inside organizations that have to be at the same core level of a of a leader of precedent
in order to have the ability to be a neutral. And not all organizations have that. Very rarely they have it. You will hear more about ombuds in universities. But sometimes not even the universities understand to what level an ombuds and what is it that they do. So I realized at a very early age that the master's degree will not give me a straight
Pathway into a career. Not like an accountant, not like an engineer, right? It wasn't giving me that straight career path. And you would not be finding jobs in conflict resolution, right? You Google jobs in conflict resolution. Now you're starting to see a little bit more, but back in the days you wouldn't find. And I also realized that.
As I was working in organizations and I myself went through micromanagers, bullies, cliques, politics, not getting along well with other people. I realized that if I wanted to do a good job with this, I had to do it from a neutral standpoint. Coming from the outside in so that I can be able to see from a different lens what people inside the workplace were not seeing.
And that's how it all started. And also because I come from a father that was an entrepreneur. And and I and actually he he was my my my her first mentor in this is area of Conflict-IQ. Later on in life I realized this and and I wanted to build a a business on this.
Bernie (07:59)
at different times, having been in corporate space and most people view the HR department more a representative for the company, as opposed to an arbiter, you know, in between. Almost like the way you would have prosecutor element, right? for managing discipline and so forth. How how do you position yourself that you don't
Like 'cause you you mentioned it earlier where you you're neutral and you know it's the facts are the facts and it's not so much to hide things or not even hide, but you know, shape it so that it favors one party over the other. How do you how do you give through a situation? And is this part of the process? Do you parachute in before the problem arises?
Do you parachute while the problem is cooking or afterwards to help resolve it?
Yvette (08:47)
Okay, good good questions. The work that I do can be preventative. And I and I wish that it would be more preventative, right? Like it could be preventative, it could be latent, it's happening right now. We need somebody to mediate. And it could be things didn't go very well. We lost money, we lost people, you know, it created a very bad culture. Let's call somebody like you that to come and help us, right?
Because the problems still exist even though that the fires were put down, right? So I I can work throughout those three situations. But going back to talking about HR and in in their role in organizations, I have to take time to go and get a certificate program in in HR.
Because I myself could not comprehend why I said that HR was not using the human mechanisms in order to help organizations. And what I learned from there led me to immediately become an instructor for the certificate program where I where I was getting the certificate. One of the things that I that I have learned about HR is that
You have a lot of professionals that come into the HR world because, for whatever reason, the that title or the workload landed in their in their desk, meaning that they didn't go to getting a certificate or a master's or a bachelor's or master's degree in that area. Human resource throughout history was molded.
As the necessities of the workplace. HR started doing payroll, right? And then all of a sudden in the 1930s, when unions started being brought into the workplace, you know, they needed somebody to do payroll. That person became the payroll person. And all of a sudden, anything that had to do with people in the workplace, they started adding that into the HR. And HR has
a variety of things that they can take care of. But not everybody or not every HR professional is built the same way because depending on the background, depending on their education, and depending on their understanding. That's why HR is constantly being seen as a cost in the ledgers of an organization.
Because HR.
didn't pay attention that they could skill themselves much better in order to be able to be more in alignment with the C suite. And that is something that I'm hoping that I can can shift because now with AI, a lot of these HR positions can be eliminated because AI can pretty much easily do
Mostly a lot of things, right? And that is something that I that I have been advocating for.
And especially because I had my own experience with HR, not only prior to me getting my master's degree, but in the process of me getting the master's degree, I went through a lot of personal experiences. And I knew that they were placed in there because I wanted to become an expert in this field and I needed to know from the other side.
How did feel? What happened? And why is it that they they don't understand these mechanisms? To this hour of the day, HR either is very fearful of bringing me in because indeed I can help to work and build a better culture because of the mechanisms that I can't bring into the organization. Because I don't go through a very narrow.
vision about policy and procedures because I don't know any better. Right? And HR falls into that process. Policies and procedures is the only thing that they see. Risk is the only thing that they can see, right? And and they align very closely with legal counsel, and they're gonna do what legal counsel tells them, and legal counsel.
Because it is their job, it is their responsibility. They only see things with through the eyes of or the glasses of risk.
And understanding that made me aware that not a lot of HR people will bring me in into the workplace to do this work because it can become threatening sometimes for them. That how can somebody like this person can come and fix things versus it's better for us just to get rid of people and bring new people. But that mechanism itself, it's draining.
the bottom lines of organizations and leaders do not see it because they trust that HR know what they they're doing. And many HR people do not.
Because they know they don't know any better.
Bernie (13:18)
You have something called the Conflict-IQ, and is a registered trademark. What's the story behind it? What is it how does it fit into a business and how do you apply it?
Yvette (13:26)
Well the where the Conflict-IQ came about, the exposure that I had of working with organizations and and leaders. It came about that 15 years ago, when I would go in into organizations and say, you know, this is what I do, I'm a consultant that specialized in in this thing. Just like I'm a medical doctor, right? Now that medical doctor that specializes
In gastroenterology, but specializes in a particular disease, right? And the leaders would say, please, you can come in as a consultant, but don't say that you're a workplace conflict resolution person because there's no conflict here. So I realized that organizations as a whole have this negative denotation about conflict.
And lose the opportunity to see that conflict is a it can be a good thing if you know how to how to manage it. But then I also realize that the majority of people
I'm not trained on this.
Because they don't teach you throughout the educational system. And from the levels of zero to seven, when you're a child and you're learning a mechanism of how to live and maneuver life, you learn from those individuals that raised you and created an impact on you of how to deal with life and conflict.
And by the age of seven, you already already have your personality traits already established. And then you go throughout the your educational system, right? And in that educational system, there's not a lot of fields or of of careers that teach you this conflict resolution stuff.
I have even noticed that not even therapists are trained in the aspects of conflict resolution. if therapists go off their way and go out and learn this to bring more tools to help their the their clients, you run with a better chance to have a very good therapist. But if we were to have very good therapists, I would think that we would have less people medicated and more people in relationships and in marriages.
So I discover all of that and I said, wow, this is very important for me to do something about it. Because for me, based on the way that I see conflict, because I understand it so much, I don't see it as a bad thing. But yet, conflict cannot always be resolved. But it could be managed if you know how to manage things.
with it. So that is how the Conflict-IQ came about. I wanted, I wanted to demonstrate that conflict can be an intelligence by itself if you learn how to maneuver it. I wanted to demonstrate that emotional intelligence is not enough and that you need to learn other mechanisms in order to be able to become very intelligent about conflict.
And conflict is not about just giving you one tool and that you're gonna resolve everything, right? It is like a mechanic. You have to have a variety of tools, and then a mechanic can become extremely artful as to how they're gonna use those tools in order to be able to fix something in the car, right? They become engineers. That is exactly what is Conflict-IQ. You become an engineer of how to maneuver conflict.
and be able to engineer of how to deal with it because conflict is not always the same, just like you don't have the same brain in in people. You have the same figure of brains, but the brain itself is very distinct to one another.
Bernie (16:53)
If you're called into a circumstance and you're applying the Conflict-IQ, is it just a series of tools that a person can utilize to help work through the conflict scenario? And I and no other team also made a distinction between managing it and resolving it. Is it mean that you know the conflict will always be there? But it's sort of like you're now tolerating.
Something that would normally irritate the person, other party, and they're learning to tolerate it? Or is it a matter of just they end up becoming having a new perspective and might bother them less than just you know otherwise?
Yvette (17:28)
Yes, conflict intelligence is not only tools, it's a mechanism of understanding your levels of consciousness. Right? And I I sh I told you the first quote is Albert Einstein. It really intrigued me what he mentioned about resolving conflict on the level of consciousness. And as I was doing the work, I would be able to experience with my own eyes.
when people were shifting from levels of consciousness in order to be able to experience that resolution can happen when perhaps they have never in their entire life thought that something can be resolved from a different standpoint from using this tool, by having somebody to facilitate, by empowering people to be able to have the way to communicate their needs.
And when I was experiencing that, I said, these people are jumping from levels of consciousness because it is not true that you can say it at a plateau level of consciousness. you will always fluctuate, but the more you exercise just like a muscle, you can be more conscious about wanting to be in a in a let's say let's say, for example, a positive state of levels of consciousness, right? The more you exercise that, you can build a muscle, right?
You can remember at the first eyes open up on your in the morning, you can start with your gratitudes, right? And that's gonna set the stage for something good, right? And you can build upon that, and you master being able to manage those states of consciousness, and then you have life that gives you the feedback that by being in that state of being.
Your results are very different than waking up in a very negative state of consciousness, right? Then everything is crappy, everything is bad. Friday is not Friday, right? The same thing with the levels of consciousness. So I I thought if if I create these types of awareness on leaders, and we are able to help them build.
Tools and be able to transform their way of behavior. Nothing that comes to them, it's gonna become a trigger or or a fear or run away from situations. They're gonna be curious about wow, this is showing up in my reality. Let's explore it, let's be curious about it, let's become an engineer.
How we can work things out. And when people become that, they become the leaders that people want to follow. You don't want to follow leaders that blame others when things go wrong. You want to follow leaders that when things go wrong, they take full responsibility and they work hard with the rest of the team in order to be able to create solutions. Those are the leaders that.
If you were to ask somebody what what were the traits or the skills or the behaviors that a good leader that you saw throughout your life, they're gonna tell you that. They were responsive. They were there to help the the others. They were there not to blame. They were there to be curious about how to resolve things in order to, get us through situations.
And those are the type of supermen, superwomen that we look after, right? Because that is exactly what a superman and a superwoman does, They they see a situation, a a conflict, everybody runs away, like they're fearful. I don't know what to do. And they have these superpowers, right? That comes from mentality, that comes from many things that they maneuver and they
engineer way to be able to save people, right? So that is what it is.
Bernie (21:03)
Trauma informed conflict resolution. That sounds like a loaded statement. So trauma, someone's gone through something catastrophic, whether it's work based or, you know, from their personal life. What does it mean to be trauma informed conflict resolu resolution?
Yvette (21:18)
So I'm assuming that you're talking about my third book that comes from a series of Conflict-IQ. So the first series is Conflict-IQ, then the second one is In the High Heels of a Smart Negotiator. And the other one, it's a book dedicated to the senior center leaders. Because I went through my own experience with, you know, with seeing, you know, the deterioration of my mom, you know, seeing my dad pass away. And
And also working with a lot of medical facilities and things of that nature, I realized that these particular leaders that are in senior centers, they're learning from the rest of the leaders that work and govern and private sector. And their type of leadership is is very unique and very, very different.
And that's why I was I was inspired to say, you know what, I wanna help that group of leaders because those leaders having their hands
the center of the population that needs to be taken care of. because now we have elderly people and we have a lot of a a lot of elderly people going into into that direction and we're having more and more senior centers. I and we want to make sure that the quality of life of those people that are older, because I'm also going in that direction myself, right? That we have better leaders that
Will be able to embrace all of these concepts of how to create better cultures in the organizations and they be prepared in order to be able to do that. And the trauma inform is extremely valuable in those concepts in that field. Because you're leading, you're dealing with an organization that is composed of so much humanity.
Not only you have a humanity of professionals that choose to work in that field of work because they love that work, because they want to help people, because they care for elderlies, right? But they come from their own series of situations and experience in their lives. Then you have the seniors that are dealing with aging, health conditions.
psychological issues not only from the medication but for so many things, right? And then you're dealing with a with managing a whole facility that has to create a very pure, beautiful environment for these people to go to. Now you're dealing with family members that are gonna that are gonna keep an eye, right? From the outside in judging from the outside in. So I thought these leaders that work for the senior centers
are to have more skills. Not that the other leaders don't, but very unique skills that can be valuable. And that's the Conflict-IQ series the I develop a a book specifically for that sector of the population of the professionals.
Bernie (24:07)
If a company comes up to you and says, Hey
Unitive way, help me or help us. What does that look like when you come into their organization?
Yvette (24:15)
What does it look like is that I go to the bottoms of of the situation. I go to the bottoms of the situations that will help to depict
biases that people don't see that create those toxic cultures in the organization.
It can also give light to the structures of the organization that might be creating the problems on the human side. It might depict humans that, for whatever reason, they don't understand the work that they're doing, or they're not skilled on it, or they don't have the the people's skills in order to be able to work on that. That's what it would look like to go more in the deeper layers.
And the way that it would look like to fix it is that no one is to blame, but let's work together and make things different.
Let's believe in the idea that humans are humans and we're gonna create errors. But that doesn't mean that we need to blame people. Because if we're here sitting together in a table in order to make things different, with the guidance of somebody that is seeing things from a third, from a third eye, from a neutral way that can see things that they're not seeing, and we're talking about things and behaviors.
skills, structures, right? And they're willing to to work that and get their hands dirt dirty, the organization will be more fortified in order to grow and do better things. In order to create more better products and services for everybody, right? So that's what it will look like. I'm a very distinct consultant because
I don't come as a consultant and I just give you advice. Talk to people, do my own report and say, I advise you to do all of these things. I don't. I get dirty with you. I go in and get dirty and start working with you and start having those conversations with people that normally would not happen because people sometimes they don't want to talk to each other.
Perhaps the leader, the CEO, does not know that the managers don't get along well. But they look like that they get along well. And because they look like that they get along well, things don't get done. Things fall to the crack, right? So when I go in and I observe things from that perspective, I have those conversations and I either coach them, do the mediation, do restorative processes with the teams, facilitate conversations.
And then things start flowing out much better because the communication is flowing out better. The energy of the people involved gets much better. People are hopeful instead of coming into work like thinking that they're going into a war zone. Right? And that creates a different dynamic.
Bernie (26:48)
How long that take then for you? Someone says, come help. Let's say it's a let's say it's a a crew of a hundred people. How long does it take to go through doing an analysis and then start working a change? I I know there are variables that could lengthen or shorten the the whole cycle. But you know what does that look like in in timelines? Is that like a six month
Activity, w one year, couple years, what?
Yvette (27:14)
Well it all depends what I find, right? I I definitely talk to the leaders and I definitely talk to some of the employees that are key and I assessed what is the culture that they're not even talking about. I might find that maybe training and training everybody would be the best solution because people overall get along well. They're respectful with one another's.
But they don't know what they don't know. And bringing them those skill sets will help, perhaps giving them one-on-one coaching. But I might find situations in where there are conflicts that are very old or or misunderstandings that have they never talked about. And because they have never been talked about, there's this negative energy in between people, and that's why they cannot work together.
And that is where then I go in and I start doing the mediation. It is also important that they are willing to do that. Because sometimes it can happen that the employee decides to go. Sometimes they the the employee does not believe that the work that I'm coming to to do comes from a very neutral standpoint and it comes to help them because they're so afraid that.
The mechanisms that company use they're very punitive.
And then all of a sudden they start taking family leave and they go off work for a couple of months because they're afraid, they're concerned. So if these people leave and they don't work with me on the on the processes that I'm bringing into the table, it could take months. But if people are willing to do the work and in in and they're they're taking advantage of it, you know.
This could happen between three months to six months. And that if if I have to involve the trainings, doing the assessments, the personality assessments and doing all these things. Yeah. By itself, just that book, The Conflict-IQ, has a modular training of 40 hours with an assessment in the workbook. Aside from all the other trainings. And it is interesting that.
learning and development professionals inside organization, they just wanna put the check mark as to we gave one hour of conflict resolution.
Bernie (29:23)
you have another book that you we talked about High Heels of a Smart Negotiator? Is this where you're negotiating with the people to get them to the Conflict-IQ? Or is this negotiation for any any aspect like I don't want to buy a car, I don't want to do a company merger, I'm looking to boost my salary and asking for a raise. Is that is that what the High Heels of a Smart Negotiator come into play?
Is that a universal fit?
Yvette (29:48)
Well, you know, I dedicated the book itself to women because I I coach women for Fortune 100 to Fortune 500 here in Silicon Valley and throughout the world. I was very fortunate to be in a position in where I was going and coaching people in these organizations on a one on one basis. And a lot of the things that I was finding was, you know, the same.
Women still were feeling that they couldn't break the the the ceiling. They w they would be dismissed and not being supported in their career development. And women were leaving their careers and doing something else in order to be able to earn money. Because and especially the women's an engineer, engineering and technology. And I saw on them what had happened to me in the past, and I never noticed it was happening to me.
Until years passed, and I got the degree and I learned about negotiating, and still I wasn't negotiating because I was so afraid of it. And and that is where I dedicated this book into doing research into the pay gap that exists. That's a reality. It's in research. There has been always a pay gap from in women and between men and women. And we're not getting any better. We're getting a little bit better.
But only to a certain culture. Then I went and studied the different cultures in women and realized that the disparity was very big. And what I'm teaching women here is not from the side of feminism. It is from the standpoint of preserving their health, looking after themselves, because usually women tend to look after everybody else. We have already innovative skills.
That makes us very valuable as humans, not only in their house, but in the workplace. Because we have compassion, we have empathy. But the problem is that when you don't have it towards yourself, you deplete yourself so much that your health can deteriorate. And I went through that myself. I'm not talking it just from research. the other thing is that I don't like how
Society out there, and I and also women do it with other women, create nicknames for women because they're trying to ascend to leadership in organizations, and in their own model of reality, they think that they have to become very masculine in order to be able to achieve those things. And this book is dedicated for that, for them to realize that there's other ways. That if you learn to negotiate.
Not from a hard standpoint, but from an interest base. And people see you inside the workplace that you're creating scenarios in where you're negotiating and you're trying to do win-win situations and not win and loss situations, you're gonna be seen as a better leader and somebody that is well liked, and more doors are gonna open for you. Versus if you use
a lot of these negotiation books that are out there in the industry that they're teaching you very harsh male negotiations in where it's a win and loss or I'm making you think that you're winning but in reality you're losing you're gonna get a bad reputation inside the workplace. You might be able to use that when you're negotiating a car.
Right? But you don't use that with people that you're gonna work with all the time. And that is what the book is all about. And yes, men can still use that because interest based negotiation is a style of negotiation. but I try I wanted to dedicate it for women.
Bernie (33:16)
At the end of the day, who would be the best person to collaborate with you? Who are you looking for that would be the most ideal fit?
Yvette (33:24)
Usually it will be the CEOs, the chief financial officers, because the chief financial officers are the ones that see the problems happening and then they're seeing it on the ledger that how money is being drained because of all the conflicts that are happening. it could be the chief operation officers that can see, the dynamics around across the the organization of what is happening that would wanna
bring somebody to help them from the outside, right? It can be chief HR directors because usually when you have a chief director is because you're running a company that has more than a thousand employees, right? Yeah. it could be HR directors that, you know, they want the extra hand and they don't feel intimidated by somebody coming and resolving things from a level of the humanity side.
Bernie (34:11)
Folks, if you're listening to this podcast, there's a a lot of takeaways from this. One, Yvette has two books that are out there. The first is called Conflict-IQ, which we've talked about. It's a field guide for anyone who works with people and wants to get better at navigating tension. The second, we've just been talking about High Heels of a Smart Negotiator, which is a must for anyone who wants to sharpen the negotiation skills in real life.
And you can find both at her website, Unitive Consulting.com. And Unitive is spelt U N-I-T-I-V-E Consulting.com. She also has a free bonus gift available for download right on her website. Head to unitiveconsulting.com and grab it while you're there. She's also running a women's leadership negotiation academy. And the information on dates and times will be available on the website.
Connect with Yvette at unitiveconsulting.com or find her also on LinkedIn. Just search for Yvette, Y-V-E-T-T-E Durazo D-U-R-A-Z-O. And I also want to extend a thanks to Kimberly Gawne
Of Star Students for making this introduction. We appreciate Kimberly introducing Yvette to Knack 4 Business. Yvette, thank you for being a guest today. Really appreciate.
Yvette (35:23)
Thank you.
Bernie (35:24)
And if you want to know more about this podcast, it's knack4business.com. That's K N A C K number 4 business.com.
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