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Secrets From a Coach - Debbie Green & Laura Thomson's Podcast
Secrets From a Coach - Debbie Green & Laura Thomson's Podcast
213. Abundant Mindset: Motivating a Lethargic Team
In the final of our 5-part 'mid-decade culture round-up' series we explore the very real topic of creating an abundant mindset within a team especially through times of ongoing change and transformation. Could it be that many workplaces are requiring above average levels of energy, innovation and collaboration from their people, at the very point in the decade where morale and optimism is lower than average?
Rather than focusing on the cause (we guess its a complicated mix of post-pandemic fatigue, trading challenges, juggling personal responsibilities alongside work) we take a practical look at what enables an abundant mindset to become a positive reality within a team. We share our on PAR tool (thanks Sarah Walker) and examples from real life of what has worked to cheer up a team and focus on an optimistic future (e,g, the Care Label idea)
Secrets from a coach Thrive and maximise your potential in the evolving workplace. Your weekly podcast with Debbie Green of Wishfish and Laura Thompson-Staveley of Phenomenal Training. Debs Law, are you all right? Yeah, I'm buzzing. I'm loving this five-part focus looking at a mid-decade culture roundup. It's really good. How's your week been so far?
Speaker 2:It's been really good so far. Actually, Law, yeah, lots of things going on and lots of joy and lots of opportunities are out there, so I'm feeling very grateful for this week. Ooh marvellous.
Speaker 1:Well, we thought now we've looked at what happens when bosses go rogue and when we've been looking at how to overcome bad boss trauma, what happens when teams don't play nicely and what does that mean in terms of reclaiming maybe some lost confidence. You know, as you sort of shift between roles and jobs. We've then had a look at what does it mean actually to work well together, regardless of your age or your stage at life, so how to really maximise those wonders of intergenerational working. And we thought it might be useful to look at actually what has been a growing topic of conversation this year how do you motivate a fatigued or lethargic team. So if your work environment doesn't feel like it's particularly abundant at the moment, what does it mean to generate an abundant mindset in ourself and others and create a bit of a motivational uplift in maybe what's become a bit of a lethargic culture in your world of work?
Speaker 2:Yeah, definitely. So it is a hot topic actually and I think, as we're sort of we try not to sort of pigeonhole it to the time of the year, but it's a really odd time and I think people are a little bit like lethargic at times and it's like hard to get over the next couple of weeks and and just get through it. So, yeah, you can feel it I think that's what I'm sensing around when you can feel that, oh, when's it going to finish?
Speaker 1:So we thought we'd conduct a little experiment.
Speaker 2:We did, didn't we, Laura? We did.
Speaker 1:So we invite you to sort of participate along with us in this experiment and we'll share our thoughts and maybe it's a chance for you to reflect as well. So we thought we'd start with our sort of typical trademark check-in. We're now going to kind of rewind and go back and we are going to take more of the lethargic, fatigued approach to our check-in. Dig deep for this Debs.
Speaker 2:I am digging deep for this one.
Speaker 1:I know you've drunk the Kool-Aid and then some, so I'd just like you to pretend. Get your ultra real perspective, Okay here we go Debs.
Speaker 2:Oh, Laura, you're right.
Speaker 1:I'm fine. Oh my God, that's not good. What's happened? Oh, you know how it is. You know what people are like.
Speaker 2:Oh, too much to do, Too many things, oh you know I should have Too many deadlines, oh too many things. Oh, you know I should have, would have, could have. Oh too many deadlines, no one's doing what they should be doing. No, and no one's sharing anything either. Everybody seems to be holding on to stuff and not willing to share whatever it could be, so I'm really like fed up with it all. Really, I know. I just think it can't be asked.
Speaker 2:I know I mean, last week nearly killed me, did it? In terms of what we had to do with all of that admin? Yeah, oh my God, yeah, when you have to send your tax bill off, you think, oh my God, see, look, it's impacting on my throat. You see, I can't. I just can't keep going anymore. Laura Can't do it. I've had enough.
Speaker 1:So let's pause it, let's pause it, let's pause it, because literally, this is causing health issues and Debs going against the grain that she spent decades fighting against. So look at the optimism side, yes, so let's rewind. So, debs, what was the impact of that 30 second little interaction that you and I just had in our Monday morning check-in?
Speaker 2:Oh, my God, it was horrendous, laure, I felt really, even though we knew we were doing this. It just makes you think oh, what's the point? It made you feel low. You feel low. Actually, I could feel the oh, just let me go back to bed and likewise.
Speaker 1:So, although we were kind of, you know, we knew we're going to have a bit of a humorous debrief after you can feel it in your guts. Actually, what's the point?
Speaker 2:what's the point actually?
Speaker 1:we could just go through the things we're supposed to do and make the world a better place. But can?
Speaker 2:we not do it right now? Yeah, exactly, can we just pause on that at the moment? And as always, anything like that, I could feel it in my throat, literally. It was like closing down.
Speaker 1:That was weird, yeah it's really interesting, yeah, so when you were listening to us especially for those of you who have endured the years of our podcast episodes, you know you got used to sort of how we sort of check in. What impact did that have on you, just hearing some voices around you focusing on the negative aspects of it? What impact would it have if that was your Monday morning team check-in and actually when you go around the room and say how's your weekend or how was last week, and if actually the check-in is only focused on what hasn't gone well or the fact that you're tired, I wonder what impact that then has on the energy levels around us. Because no person is an island. Whether you're the deepest introvert or the broadest extrovert, we can't help but impact each other's mirror neurons, and if you're surrounded by a load of sort of glum looking faces or glum tone of voice, then at some point actually that could make an impact.
Speaker 2:Yeah, you just reminded me of a couple of workshops that we have done where we maybe haven't had been smart enough to recognise who is going to start the check-in. And I know we always offer and say, you know we're going to do a check-in, and then we start and you just think, oh my God, that was the wrong person to start that check-in because suddenly everybody has gone around the room going, well, they're not in a good place, so I can't be all happy and jolly and change it. So I know at times you sort of suss out who are the people that you just would not want to go first in that check-in. Because it sets the tone, doesn't it? I know I've been caught out on that a couple of times and you try and pull it back and then you give sweets out, yeah.
Speaker 1:Yeah, exactly, it's interesting. But, Des, before we kind of go into what does it mean to have an abundant mindset? What are some practical observations that just might be some food for thought about shifting the mood environment around you? I'd love to hear from you just almost like a health check. This isn't about false positivity, pretending everything's all right when it's not so. Can you just give us a little kind of sanity check? What's the difference between someone pretending to be abundant and, you know, kind of dried their eyes at five to nine and then they go on a team's call and go, everything's fine, everything's fine. That's not what we're talking about here?
Speaker 2:No, oh my God. No, it's definitely not what we're talking about. It's about, I think, being true and real where you're at and making sure that you, if there is something that's going on, I think that positive outlook and it's not, as you said, that toxic, put everything's fine when people know it's not as well. So I think, don't kid yourself is what I would say. Seeing setbacks, I think is temporary, they're not forever, and I think that's something we can then ask for support from. So we're not all jolly jolly and it might be we check in and we might say, yeah, it's been a real tough weekend, but actually what I need from you is. And so, therefore, we talk about having a bit of a care label, which we did with one of our companies, a while back actually, which was around creating remember that we said about what to do, what not to do with me, just like when you wash your clothing, you check the care label. And so, therefore, we agreed that everybody would do their own little care label about. You know, if I'm in a good space, this is what to do with me. If I'm, if I'm in a not so good space, this is what to do with me and how to care for me. Um, so it's just being real.
Speaker 2:I think and trust in your ability that you can find a way through it, that you are able to overcome those challenges that you're faced with, so that when somebody turns up and said, yeah, I'm fine and you go well, no, you're not it's always fascinating for me to understand what's going on for them, as to why they felt they had to show the world that nothing was a problem and that's not true in life. So we're all human. I think Linz always says we're all fallible humans and therefore that's okay to be that. And because we can't be on and buzzy all of the time, we just can't. We haven't got that capacity to do it, and anybody that is, I think. What are they masking?
Speaker 1:So, rather than masking, it's asking.
Speaker 2:Yes, oh, that's nice, laura Masking and asking. I like that.
Speaker 1:Masking. So not masking, but asking. Not masking but asking yeah.
Speaker 1:And sharing, sharing. So am I right in thinking that if you've had a really tough week at work and you're sort of doing a Friday afternoon or whatever, your end of shift sort of checkout, it's acknowledging the tough stuff that's happened, but that not being the final bit of your comms? There's then some kind of next bit, after which isn't pretending everything's all right. I'm sure I'll be fine, but more so. What I need actually to either prevent this happening again, yes or to be able to make sure that we can move things on, is I need xyz exactly, and I think that's the.
Speaker 2:That is the twisting point, or the flipping point, wherever you want to call it around, not staying stuck in, that I can never say say this word, can I Laura? Scarce, scarcity, what's the word?
Speaker 1:Yes, that one, I said it Get me, I'm learning oh hashtag life goals, debs.
Speaker 2:I've done it. Don't ask me to do it again, though. So not get stuck in that one, but look at it as an opportunity to go. Okay, how can I move this forward? How can I not stay stuck and swim in it and then be even worse? But actually look at a way. Where's the light, or there's always an opportunity in whatever we're faced with. We just have to hunt for that sometimes a little bit harder, to see that there is something there. I think there's a belief that goes on that says there is enough for everyone. I just need to look for it harder, some days more than others.
Speaker 1:So let's do a little bit of sort of definition reminding. So what does it mean to have an abundant mindset? So I'm visualising a left-hand side and a right-hand side of a column. On the left-hand side is the scarcity mindset.
Speaker 2:Yes, oh, you say it much better than me, Laura.
Speaker 1:Now, Debs, we're collaborating on this, not competing on this?
Speaker 2:Yeah, we are.
Speaker 1:And this is where let's bring this to life. So a scarcity mindset might be ooh, my colleague did that task really well. Ooh, if they do that task really well, that means there's less celebration opportunity for me to look good. So actually I'm going to feel secretly a bit jealous or a bit envious of that colleague having a round of applause or pronouncing the word right. Because a scarcity mindset is luck is limited, success is finite, and once their bit of success has been given to someone else, that chips away at the possible bit of success that might come to me, and what that can then prompt is a competitive which could lead into a blame environment. Oh well, she sort of sent me this, because the reason why it's upset me is because if she didn't send me this, she's going to look better than me, because there's only so much looking good opportunity that's out there.
Speaker 2:Yeah, definitely, and then avoid sharing.
Speaker 1:And avoid sharing, and then that means you then get a competitive environment. So, interestingly, whenever you've got an environment of a team culture that hasn't got, that's got a scarcity environment, they don't have much problem with time management and boundary management, because no one wants to help each other anyway.
Speaker 2:No, oh my God, that's so true.
Speaker 1:Yeah, they're not the teams that are asking for boundary management or role definition, because everyone's sticking clearly in their lane, in fact elbows in to do anything but help anyone else around them, and that scarcity mindset. So I guess what we'll look at as we sort of build in on this you know, are you born with it? Can actually someone be moulded and adapted by the environment? So we'll come on to that because I think it'd be fascinating. An abundant mindset is my colleagues just pronounced that word brilliantly and actually I'm chuffed because I'm working in a team of people that are great at doing their task and actually the fact that my colleague just got a hero email for doing a really good job lifts me because it means I'm part of a team that is full of heroes, because the belief is, luck is unlimited, success is infinite and the fact that a little bit of success or recognition has gone to someone else means that actually success and recognition is in the air.
Speaker 1:It just might not have been your turn at that particular point and rather than sitting there feeling wounded why didn't I get an email or why didn't I get shown how to pronounce that word properly? Actually what I can take is a bit of self-presence, accountability and responsibility of. Oh well, it's obviously important for me to get recognition, because I'm sort of feeling a little bit impacted by that. So what is it I need next to ensure that I get a bit of that? Because actually it's out there. I just might need to reposition. You know how I'm kind of sort of viewing it. So that's scarcity versus abundance. If I help people out, does that shrink the pie? If I help people out, does that increase the size of the pie?
Speaker 2:Yeah, I think it does, and it's really interesting when you see teams that are not feeling wrung out or lethargic. It is because they have collectively taken their achievements and celebrated everyone who had a part to play, not just one person. And I think you can see the difference in teams that work really really well together and are recognizing you know the leader is leading by example. They're giving praise where praise is due. They're not just looking for the negatives and they're celebrating the progress that everybody is making. And people will be at different stages on that depending on what part of the project they're celebrating the progress that everybody is making, and people will be at different stages on that depending on what part of the project they're involved in. But I think that is what you can so feel it as well.
Speaker 2:I was with a team last week who are fairly newish together, but you could see the willingness to want to support, want to help, because they want to be the best team and that's just what you want. And they were just so pleased that everybody was beginning to get what they were all after and celebrating as a whole, not just one person. And yeah, it sort of rubs off on everybody. Why would you not want to be in that team. Do you want to be in a toxic team?
Speaker 1:No, and I think very practically I know whenever we sort of cover this on sort of sessions, you sort of see people going oh, actually, sort of practical takeaway with that is, let's say, you've got a team meeting environment and you want to individually call someone out for having pulled the stops out the week before or the shift before.
Speaker 2:Yeah.
Speaker 1:So then recognize that individual and then the second half of that comms is what an example of great teamwork, working together and enabling that customer interaction to then happen. So everyone leaves that team meeting going oh nice one, debs, and oh, what a great team I'm part of. Whereas if the second half of that, which is oh nice one, debs, and then the week after and another round of applause to Debs, and the week after that and another round of applause to Debs and the other nine are going oh, I played a part in that actually.
Speaker 1:So I think, where there's that, that that potentially whiff of favouritism? I don't, I don't. I, in my experience, I don't think it's done intentionally. It's just you want to recognise the individual, but also just a little shout out to the collective just ensures that abundant mindset is being reminded at every point, which is what we're shouting out, debs, for well done this week. But actually all of us have played a role. Yeah, and it just then means you get a bit of a serotonin warm glow of oh, actually, success is around. Yeah, nice one, debs. I don't feel jealous, I don't feel envious, because I know it's been seen my collective role in all of that.
Speaker 2:Yeah, no, definitely, and I think that's where people fall down, because they don't. If you're a leader or a manager of a team, you will have, you know, people do have favourites and they do see, but actually that's not your job is to keep, you know, feeding that, because that can turn into ego, right. And so I think the manager, leader, has to keep that what's the word? The space to recognize what everybody is doing, because they might have people that are learning, they might have people that are new into the role, they might have people that have never done that part of the job before. So as a good leader, manager of people, you have to look at the whole team and actually notice what each individual is doing and how they're playing their part in that. But as a collaborative team, it's that the collaboration of the team as one has achieved this for all of us.
Speaker 2:And also, I think encouraging feedback is a good one.
Speaker 2:So you know, even just don't wait for your manager to give you feedback. You know, celebrate somebody else's thoughts or celebrate somebody else doing a good job. You can do that to anyone and I've noticed, if you do that well and you're recognizing that a member of the team has done something, you go oh my God, I loved what you did. And it might not be in the middle of a meeting, it just might be a side conversation, and you can see people go oh, oh, thanks. Don't know what to do with that, but that recognizing what people are doing promotes, if you like, even more growth mindset and wanting to collaborate even more, and that possibility becomes part of it because you know someone else has noticed you and therefore you matter and therefore you feel like you belong and it doesn't take anything to say what you did there was amazing. And I'm always blown away by the impact that has on people when you just quietly go up to them and say that was bloody brilliant what you did there and they go oh, thanks.
Speaker 1:Yeah, and then and then, from a lethargy point of view, energy begets energy. So that little three seconds oh, she did a fab job there that little knock-on effect that that then brings. You know you either water the flowers or you give air to the weeds. And most people to grow a garden, you know, you know you, actually one of the best ways to prevent weeds growing is to crowd it out with all the stuff that you do want. So rather than going around and giving feedback the whole time about what hasn't been done or what should be done, if actually it's going around saying actually I loved it when you did that, people are going to be much more energized. So from a lethargy point of view, I think lethargy kicks in when you think, well, what's the point of doing anything? There's so much heavy lifting to do and if actually we're balancing out, I know we've already made an impact, my energy counts, I matter. So actually I do feel a little bit more motivated and energized to do something now because I can see there's a point, it's got purpose.
Speaker 2:Yeah, definitely, and I think that's again what's really important, because then that builds trust amongst the team, because again they can see they all have a part to play in that team and making it successful.
Speaker 2:And I think also that teamwork, that teamship as you always call it, that working as one towards something we all have a working towards the greater good, but we all have our little, as I said, parts to play within that. And then I think that's about communication comes into it, because the quicker you communicate that something isn't going quite right or I'm not so sure, or I think where we things have shifted or changed, the quicker we communicate, the quicker it will be for us to have a group conversation to recognize it, rather than just let it go and then going back to that scar. So what I told you wasn't going to work. You know, I know, yeah, I hate that. Why didn't you say something at the time rather than just let it continue? So I think communication is say what you see right and if you're feeling it's not going to plan or something isn't quite right, raise it, don't be afraid to say I'm not so sure or whatever, because the quicker we catch it, the easier we can fix it.
Speaker 1:Oh my God, Debs. And I think that's in any relationship in life. I remember speaking to a relationship counsellor. You know what have you learned about from the world of couples counselling that can be transferred into the world of work and, like in any relationship, catch it when it's small, yes, before it festers into something that requires HR or whatever.
Speaker 2:The personal version of HR is yeah, so communication is key law. I think if we do anything, do it well. Don't assume, don't think that everybody knows we're all on the same page together. Don't assume that's happening and just have the conversations to check in and communicate changes and create that environment where people feel like they can say what may be going a bit awry or it might not be quite working as we should. I think that for me, is it that underpins it. Talk, just communicate.
Speaker 1:Right then let's look at some practical takeaways. So, in light of this, we've sort of looked up what is abundance, what is scarcity, what does that mean in terms of everyday comings and goings and, like all things in life, who's the only person in the world that we can change their behavior? Debs, just us law no one else.
Speaker 2:We can't change anybody else, just us. It's us, our choice.
Speaker 1:Do you mean if them lot out there are lethargic? Yeah, maybe I need to have a think about my role in that.
Speaker 2:Yeah, you certainly do, Laura. Take a moment and just explore what that could be for you All right. Because you can't fix everyone else, laura, you can only fix yourself.
Speaker 1:All right, let's explore. All right, let's do it. So, Debs, I remember picking up this fantastic little meme thing that said if you're stuck in traffic, you're part of that traffic. So, just as we were talking about, actually, if there's a lethargic team out there, you're part of there. So what does that mean in terms of our role in it? So shall I take us through a few little bits in terms of what might be some food for thought to ourselves? Yes, and then it'd be great to get your thoughts on what might be some practical takeaways if you're managing leading big L or little L within a team.
Speaker 1:Yeah, so I remember reading this fascinating bit of research that was one of the headline news that Dr Paul Ekman, who was the expert looking at all micro gestures, so the impact that our little physiological gestures, facial expressions, can have on the mood inside our head and also the impact on others as well. And there was a bit of research he'd done where he looked at graduation photos that had been taken, and he was the one that looked at, in the 1970s, the difference between a fake smile and a real smile, a Duquesne smile, as he called it, and he analysed his team analysed of this graduation photo. So people graduating from university in the 80s. Who of those people had a genuine smile, ie the eyes are wrinkled, crinkled, and who had almost like a fake, plastic smile, so it was just the mouth moving, and what they then looked at from a longitudinal point of view is 20 years later. Was there any difference in health outcomes, sense of success between the people who, at the point of graduation, when the world should feel like it's their oyster, those who had a fake versus a real smile? Does that have any statistical link to where they might be at sort of 20 years later? And there was. So what they found was was that those young people who had had a real smile at that point so that set and a real smile indicates someone has got that mindset at the moment that the world is for me rather than against me, and that attitude then sort of taking through at 20 years later. Those people were said to be statistically happier, healthier, more satisfied where their life was at, and that really stuck with me. That about actually a moment in time can actually put you on a trajectory that either leads you towards or away the life that you want, and so that kind of reminds us of.
Speaker 1:Actually, it's really important to watch your moments of communication because they potentially if you've had 20 days on the trot of just only thinking about the things that are annoying you, that's at some point can start to become ingrained as a bit of a habit. So I guess sort of one of the first things is to keep yourself on par, and this goes out to Sarah Walker, who was a fab participant. It was on a session of ours last week and we were talking about keeping an adult mindset around these things. So rather than getting into a parent, child, them lot should do this or I've got no power. The adult is where you are, present, accountable and responsible, on par. So thank you, sarah, because that just worked really well. Actually, how do we keep ourselves on par? And, as you said, not pretending everything's all right when it's not, but a healthy acknowledgement and then asking for what it is that you then need and the visual I sort of had in my mind and I'm going to see if ChatGPT could knock up some kind of visual around- this.
Speaker 2:If not, it will be working on that right now. Lord, it will be working on it, or?
Speaker 1:listening and eavesdropping. But I sort of imagine you know that phrase death by a thousand cuts where it's sort of every time we're potentially hearing some negative stuff around us or we're listening to only the negative in our own voice, I sort of imagine it is just slicing away that sense of is the world against me or for me? Is it a game or a battle? And if that at some point starts to impact your sense of confidence and the confidence to then say, actually can I have a chat about last week, because I really want to make sure we don't repeat it this week rather than kind of keeping focusing on it.
Speaker 1:So I guess my sort of little bit is actually just the wonders of the power that language has. And what Dr Paul Ekman said is not only is language and facial expressions a projector out that influences others, not only is language and facial expressions a projector out that influences others, it's also a console in that actually recodes or reshifts how your brain is then geared up for what then ever is happening next. So this isn't putting a smile on when you're not feeling it, but it's recognising oh, I'm not feeling tip top today. Actually, what is it that I need? And then you can then be empowered to then think all right, I'm feeling lethargic. What energizes me? Maybe today's a day where I do just psychologically have a bit of a duvet day in my head, and then I can, you know, bounce forward for a Tuesday if I think that's what I need to get the best out of myself.
Speaker 2:Yeah, that's so spot on, Laura, because you get what you think about wanted or not, and I think it's Henry Ford's quote if you think you can or if you think you can't, guess what, you're right and I always loved that one because it is your thoughts have so much power. So why not think differently? Why not practice your gratitude? Reflect on what you have got, not what you haven't got? I think that's so important to just take that snapshot moment and just go. Okay, it might not be going as well as it could be right now, but I still have this or that, because we can only be accountable for ourselves. We are not accountable for anyone else. We are responsible, but we're not accountable for them. That's down to us. Accountability sits with us and I love that on par, because that just is a nice little way of remembering am I present? Am I being accountable for myself and responsible for whatever my outward actions could be? And it's either a yes or a no, right, love it.
Speaker 1:So what might be some top tips from a team leadership point of view?
Speaker 2:either big L if someone is the formal leader, or little L if we were just want to lead a team culture towards a more abundant mindset yeah, I think for me and I suppose this links into the call to action for anybody listening as well is how can you build trust through fairness and consistency? I think that consistent action is key. I think how do we encourage the collaboration of bringing everybody's diverse ideas and thoughts into one space and exploring it together and navigating our way through it? I think giving the team responsibility to, and so they can be accountable for their actions. In relation to that, and I think, yeah, celebrate the wins, recognizing the individual and the collective achievements, is super important and tackle any disagreements head on, face first. You know, don't leave them to fester, because there's nothing worse than a festering is their law. So that would be my call to action.
Speaker 1:Don't know why she's asking me about a festering is like the disgusting opposite of abundant, isn't it? It's growing and growing yeah, and it's there.
Speaker 2:It's all yucky and murky, and so no yuck law, yeah, no yuck, no yuck, no yuck um, right, I love that.
Speaker 1:So that's your call to action. Okay, my share, the secret would be, if you've been chatting with a friend or a colleague who is just feeling a little bit burdened by the kind of mood and environment around them, get them to listen to this, because I think it's the simple things, the fair and consistent teamwork culture. It's actually keeping yourself on par it's not masking, but it's asking. And on par it's not masking, but it's asking. And I think just that reminder of you can only control your own thoughts and behaviors, yeah, but actually your own thinking impacts your behaviors and your behaviors do impact others around because we're all sort of interdependent and and it creates that kind of culture. So, de, I've really enjoyed this five-part focus.
Speaker 1:Oh, my God, it's been amazing that mid-decade chance just to do a bit of a roundup what's out there and what does that mean in terms of getting the best out of ourselves and getting the best out of each other this decade since 2020, it kicked off with the pandemic and I'm sure there are going to be more challenges and opportunities that are around us out there If we're spared. And well, as my granddad used to say, oh that's nice.
Speaker 1:Spared and well If we're spared, and well, yeah, every Sunday Night, granddad, well, I'll speak to you next week if I'm spared, and well oh my God Night granddad.
Speaker 1:Bye, Love you 11 year old going okay. So, and actually it reminds you, though, that gratitude mindset yeah, I don't have to do this, but I get to do this nice and actually to have this opportunity to think all right, well, around me, what are some things that maybe need a bit of a wash and brush up. So what can I do? What could I get to do, rather than have to do it, which then already unlocks maybe a little bit of untapped energy, nice, so so we exciting moment, isn't it, deb? Because this means, if we're at the end of one five-part series, we've got a new one on the radar so our final four-part focus of the year is going to be all about the essence of management.
Speaker 1:So what does it mean, just like tapping into that holiday essence? What actually is the essence of management? So what does it mean, just like tapping into that holiday essence? What actually is the essence of management? And no matter where you are in your career, with your formal manager, informal manager, whatever that is, if it's on the radar, what does it mean to bring out that beauty of the management essence?
Speaker 2:Cannot wait. I love that word as well, laura, so let's bring it on for the next series Love it but in the meantime, have an amazing week and look for all those opportunities that are going to be coming your way, Laura, because I know they're coming.
Speaker 1:Oh, thank you, Debs, and you can feel it in your waters, yeah, I love that.
Speaker 2:The witchy fingers, the witchy fingers.
Speaker 1:Yes, have a glorious week you too. I'll see you on the other side.
Speaker 2:I'll see you on the other side, love you, love you, bye.
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