How to love work again transcript
Emily Petty [00:00:03] So hello and welcome to the Unlocking Potential podcast. This is a podcast that will help you to thrive as a leader in your work, and also to help your team to thrive. So my name is Emily Petty. I am a leadership coach, trainer, and facilitator. Um, I have a background in professional fundraising. Um, I think it's about to be my 27th anniversary in the workplace, working in the charity sector. Um, but my mission really is to help leaders thrive by creating spaces to think for themselves so that they then enable their team to thrive. And that will also include helping them to think for themselves as well. And for this podcast, I'm delighted to have Tim Baker alongside me as my very first guest on The Unlocking Potential podcast. Um, and today we are going to talk about how to love work again and find joy in what you do. So I'm really, really excited to have this conversation with you, Tim. So firstly, would you like to introduce yourself? Uh, who are you and what do you do? Um. Thank you.
Tim Baker [00:01:22] Thank you, Emily. And I'm very honoured to be the first guest, uh, on the Unlocking Potential podcast. Thanks for having me. Yes, my name is Tim. Uh, I am a community fundraiser and have been for many years now and at the moment working at shelter as, uh, a team leader amongst a team of community fundraisers. Uh, and, um, have been there for about 18 months now. I live in West Yorkshire, uh, just south of Leeds. And, um, always kind of excited by all that the charity sector has to offer. I've spent Nearly 14 years in it now, um, and been very blessed by by that time. Um, but probably first came across you, Emily, when I was perhaps a little gloomy about all things charity sector. I guess maybe I'd, uh, come to the end of a of a cycle, and I was tired and, um, and maybe even a bit grumpy. Um, but, uh, at that point, I was recommended to Emily's fantastic leadership in a circle, um, and have just come to the end of a leadership inner circle cycle. Um, uh, and that just came at a really great time for me. I think it spoke into a time when I was, um. Yeah. Um, a little disillusioned, perhaps. Is the is the word for it? Um, not necessarily by the cause or even by being a fundraiser. I'm still energised by. I've always been energised by all of those things, but just, uh. Yeah, I was having one of those times where work wasn't great. Some of that perhaps was the work. Some of that was perhaps some personal stuff going on in my own life, but perhaps it mostly just seemed like I'd sort of forgotten to do the things that I know are good for me. Um, and spending time with you, Emily, and the other leaders on the course and going through that, that inner inner circle journey together really felt like it turned that around for me. So I'm hoping we can reflect a little bit on that as we as we chat today.
Emily Petty [00:03:26] Wonderful. Thank you, Tim, So when you reflect on that journey from sort of gloomy, grumpy Tim, um, to where you are now, um, I suppose what was the biggest factor in that shift? And also, I'd love to hear where you are now. Like what? What's the difference? What what is that kind of we talked the the title is loving work and Joy and we will we'll get on to that. Um, so yeah. What was the biggest sort of shift Or factor in that shift for you personally?
Tim Baker [00:03:58] Yeah, I think I mean, I think it does come down to that one simple, lovely three letter word joy. Um, I've always loved people. I'm a people person. I've always loved line management. I think it always comes with some challenges, doesn't it? But it also brings lots of joy. And I've always seen myself as a as a good manager, someone who values the role of manager in, in an organisation. Uh, and I love this sector and I love shelter and the, the cause and what we stand for. Um, but yeah, felt like that joy had sort of ebbed away, um, uh, over perhaps several months. And as I was saying before, lots of lots of different reasons. But I think the biggest factor in like in changing that was this sort of relationship between joy and thinking or thinking and joy. Um, you know, I think I said to you in one of our very early calls on that, that, um, leadership circle that I'm usually the sort of nerdy guy in the corner who's reading Patrick Lencioni books, uh, on his lunch break or, um, whilst other people are playing softball. Um, and I'd sort of lost that, you know, lost that sort of love of and desire to think, to be better, to challenge myself and others to be the best versions of themselves, which I think is where my joy as team leader, my joy as employee. Um, my joy is fundraiser comes from is seeing the opportunities that those roles bring to bring out the best in me and others, and that just seemed to have gone away. And I think I just needed the space to think that that you gave us across the course of that inner circle, time to recapture that, to recapture the the joy of thinking and then the joy that comes from making space, space to think, uh, that the space we created and that then you've encouraged all of us to kind of, uh habitualise. Um, is a space for. It's a space to think, but it becomes a space for joy. It becomes a space to kind of break negative cycles, which I think if you don't ever stop those cycles, never. You never see them clearly enough to say, actually, I'm causing this negative cycle. That's then making me grumpier. That's then making me follow negative behaviours and get grumpier and grumpier. So it was kind of a space to break, break those rhythms. Um, and maybe. Yeah, just a space to kind of realign what matters. We've had some great conversations about values, haven't we? And I think that that, again, values are a really easy thing to forget about when what you're doing is having seven meetings and answering a load of emails in like quick time instead of going, actually, what's the what's the what's the clear good decision here? What's the what values do I bring to this meeting to this email chain. Um, and yeah, just remembering what I should have known all along, really, which is that thinking is good for you.
Emily Petty [00:06:58] Yeah. It's so. And I just find it so interesting because I see the default that when we are. Yeah. Feeling when those emotions show up, then perhaps more quote unquote negative emotions we default to well, I'm under pressure. I need to do more. I need to squeeze a little bit more work in. I need to, um, be, um, you know, multitask, you know, do things while I'm in meetings or, um, you know, multitask while I'm looking after my family or whatever other priorities we have. And that only, as you say, just reinforces that cycle. And so many people say to me, you know, even if I'm having conversations about them joining my programs or, um, having coaching, I don't have time. I'll do that when I'm less busy. But that's the biggest irony is like the, the, the thing that they need most, that we need most is to pause, is to think, is to reflect. Um, and the value of being sort of accountable in that thinking, because you're, you're your thinking is being witnessed by somebody else in a, in a group, um, setting. Um.
Emily Petty [00:08:08] And this is not a question. We're prepared. But I was just thinking back then, because you the leadership in a circle is finished. How are you? Keeping up that practice of thinking, um, how's that embedded now in your life and work?
Tim Baker [00:08:29] Um, yeah. Good accountability question.
Emily Petty [00:08:32] Yes. Yeah.
Tim Baker [00:08:32] Yeah.
Emily Petty [00:08:33] Since I've got you. Um.
Tim Baker [00:08:36] Yes. Um, yeah. I mean, a few things, really. I think the sort of like headline one is just to keep remembering that I'm really enjoying work at the moment. I mean, maybe that's partly because it's the summer holidays. I'm taking some time off. I'm doing the the nice family things as well. But I am genuinely enjoying my work. And that's because of the, uh, the time to think, the space to think, the space to recognise that I can bring myself to work and not be fine. In fact, it'd be great. Um. And so I don't want to lose that. So it's, you know, that's the sort of, um, uh, that's not the practical implication, but that's the emotional implication, I guess, of the journey we've gone through is to say, you know, it's got good. Don't let it slip back into being negative again. And don't let one email chain or one, uh, bad meeting or even just one bad day where you kind of go backwards, be become a new habit or a new cycle. Um, and so that's helpful. But on the practical level, I think it's probably two, two things that are most helpful. One is just, uh, having cleared some space in my diary every morning to make sure that the day starts with thinking, um, and yeah, sometimes that's like panicky thinking about the meeting that's at 945 that I haven't prepped for. But sometimes it's actually a space to do some deep thinking, some proper reflection, some, um, some quiet time. Um, and then just, I think being slightly we might come on to a bit more of this, uh, as we talk, but, but being more intentional about what is and isn't possible, um, I think one of the, the challenges that perhaps many middle leaders face is you get, get dragged into that position where you both have lots of meetings because you have lots of people to, uh, engage with at, um, at your own level, at senior levels, at your own team. Um, and yet also have a fairly large portfolio of work to actually accomplish. Um, and I think one of the, the real signs that I wasn't enjoying work or wasn't bringing my best to work was, uh, um, an attempt to kind of do all of those at once. So to turn up to a meeting that, you know, is critical, that you know, you have to get something out of or even lead and also be running to a deadline of trying to get something sent, something done, something finished at the same time. And so trying to multitask and actually just doing, uh, nothing, um, or neither of those things. Well, um, and yeah, read something interesting as part of, uh, of all the leadership thinking about how we never really multitask, we just flip between two jobs and we're kind of teaching our brains that that's okay instead of bringing any kind of focus. Um, so, yeah, it's been trying to be to be more realistic so that I can be more focussed. Um, uh, and that's um, yeah. Paying off. Joy continues.
Emily Petty1 [00:11:31] Yeah. That's great. Yeah, yeah. I actually think actually that multitask tasking is. Yeah, it's I wrote a list over the weekend. I said, I asked myself the question, uh, sorry. Flipping the notebooks. It was you. What are the joy killers? Um. And actually, yeah, multitasking is probably a joy killer because you. You're getting nothing done. Well.
Tim Baker [00:11:54] Yeah.
Emily Petty [00:11:55] Yeah.
Tim Baker [00:11:55] And you're having really bad conversations that could be good. And so you're not enjoying those. So you get off that meeting and think, what was the point of that meeting? I was partly because I didn't bring anything to it. Um, and then you're also trying to do jobs that aren't. Yeah. Aren't done well either. And that's frustrating because they usually come back to you, don't they. If you do a half. Yeah, half. Good job. The first time you end up having to do it again anyway. Yeah.
Emily Petty [00:12:19] So yeah, we'll delegate half the thing with lack of information. And then your person you delegates to you delegate to doesn't do a great job. And that's partly because you haven't provided clarity.
Tim Baker [00:12:29] So yes.
Emily Petty [00:12:32] Um, uh continues. So, um, just for others listening, if that's a really good practical takeaway from what Tim shared around this whole multitasking, and the misnomer is it was this a story? I suppose that multitasking is effective? Um, and ultimately it's not, um, uh, and taking time to pause and think and be focused and get really good at one thing or do one thing. Well, um, is key. Um, yeah. What other tools? We talked. Um, yeah. What other tools have helped you, I suppose, find a new perspective because I think there's something around hearing you talk about not feeling great about work and now finding joy. And, you know, the reality is, within a day, something bad will not. Something bad will happen in a day. I'm not predicting that, you know, but not bad.
Tim Baker [00:13:27] Every single day.
Emily Petty [00:13:29] Every single day. But challenges happen. Like, for example, this morning I was about to jump into a meeting at 9:00 and had a call about my aunt, and I had to quickly deal with some care for her. And I noticed that because my intention this week was around Joy, I was like, no, this is good. I've got responsibility. I can manage this. I set the boundary of what I could do between, you know, the ten minutes before 9:00. And actually, I felt good about that thing. Whereas if my mindset was in a negative place like, oh, this is so annoying to deal with this thing. So, um, yeah. What other tools have you learned or found helpful to help you gain that perspective?
Tim Baker [00:14:08] Um, yeah. Thanks, Emily. And yeah, not, um, pretending to be a kind of, uh, guru at this. Yet this is still very much a work in progress. Um, and I can't pretend I haven't muttered some rude words under my breath, you know, the arrival of certain emails or whatever, but, uh. But, yeah, we're working on this. Um, I think probably two things I mentioned at this point. The first is just a really simple tool that you showed us as part of the um leadership inner circle, which is two kind of spectrums. Um, one about pace and one about perspective. Um, so just to kind of line, um, with slow at one end and fast at the other on the pace one and then with um, um, close and kind of, uh, good long, long distance. Can't think of the two ends of the perspective one. But yeah, like.
Emily Petty [00:14:58] Zooming in and zooming.
Tim Baker [00:14:59] Out.
Emily Petty [00:15:00] Zooming in. Yeah. So, testing you now?
Tim Baker [00:15:03] Yeah. No.
Tim Baker [00:15:05] Um, but the principle of the both is really, really helpful. And I've used it a little bit with my, my team as well, just inviting people to think about, inviting myself to think about what pace am I working at, and is that the right pace for now? Is it a sustainable pace? Is it a pace that has impact? Um, and I find that one particularly helpful because, um, there are some days where so I use that as part of that morning kind of thinking time. Um, and there are some days where you look at the diary and you're like, you know what? We just have to be realistic. Today is going to be a day where the pace X is going to be right up near the end. But if that's the case, then it means I can't do that all week. So what does tomorrow look like? What does the day after look like? What does this evening look like? You know, what have I got planned with family and friends? Do I need to adjust my plans? Because I'm going to be tired? Because I've operated at like, 90% capacity for eight hours. Solid. Um, so I find that really helpful tool just to help to give a bit of kind of perspective to the week and to what's possible, uh, and to be realistic about knowing that if I do three days where the X is up, up this fast end in a row, then by the fourth day I won't be much use. Um, so what's the point of doing that? You know what the cost of doing that is, is, is, uh, the joy suffers, but also, just like the actual productivity suffers. It's not good for me, or for shelter, or for my team, or for my line manager, for me to be operating like that. So just taking some responsibility for that, which has been really good. Um, and then the perspective one really helpful, even though I couldn't remember the names of the two ends, um, because I think so much of day to day stuff zooms me in all the time. Um, and I think that's been a big part of coming back to being, you know, having space to think actually this afternoon or, um, this Friday afternoon when I take my daughter to swimming, I'm going to take my, uh, Nancy Klein book with me and read it and use that as an opportunity to take a bigger perspective on what's happening in my team at the moment. What are the dynamics like? Do they need to change? Did that meeting go as well as I thought it did? Um, which I think is really hard to do when you kind of just, uh, laying the train tracks for the next, uh, few seconds. Um, so, yeah, two really helpful tools which sort of talk to each other, I think, don't they, about how to how to pull back, how to slow down, how to make time, time to think. Um, and then the other thing that I've used quite a lot since you introduced them to us, uh, Emily, is the, um, pomodoros, uh, the little, uh, people haven't come across this yet. Would recommend just a little very simple technique. It's just a timer, a 25 minute timer. Um, which, uh, I use on my phone, but of course, other devices are available. Um, and, yeah, just committing to doing a task for 25 minutes. I put my do not disturb on on my teams, put in my calendar that I'm on, uh, pomodoro, and I disappear and do something for 25 minutes. And, uh, I tend to find that I can only really back to back those three times. So you're supposed to do one and then take a five minute break. And some of the literature suggests you're supposed to do four of those. I find by the fourth, I'm definitely thinking more about coffee than I am about work. But I can do three. Uh, and that's like, what, an hour and a half. And you feel like you've done as much work as sometimes I can do in three days when I'm doing it on a multitasking, drifting between this, that and the other kind of phase. So that's been really nice because it's helped me to recapture all of that other stuff that I love about work. And one of the things I love about work is thinking and being able to produce, um, resources and copy and, um, ideas for the website and stuff. And I've actually had time to do that. And so I've finished the day feeling good about what I've achieved rather than thinking, oh, I had, you know, five meetings and I'm not sure I achieved anything. And I've still got more emails to answer than I did at the start of the day. You know, that's a that's definitely part of the cycle of unhealth that I feel like I've helped to break open. So yeah. Um, those would be my my top three. Pace and perspective spectrum and then the occasional pomodoro when you can squeeze one in.
Emily Petty [00:19:45] Thank you. I find it really interesting that interplay between all of the tools, um, and, you know, as a trainer, I could spout a load of tools at you. Um, but what I love is when I see clients find the tools that work for them because they've done the thinking first. And I think that also relates to managing people. Like if you say to your team, do the Pomodoro Technique because it's worked really well for me, that it may well be helpful and it is a really helpful tool. And I think talking through these things and giving people space to think about them is, is so, so important. But there's that relationship between you owning Evening that because I hope I didn't say. Tim, I really think you should do the Pomodoro technique. Like the conversations were quite organic in terms of what you were owning. And the other people on the leadership inner circle may well have owned different things or things that I hadn't even heard of or thought of that they have taken on. So, it's just a reflection from what I was listening to you. And the other thing just to bring up so Tim mentioned, uh, Nancy Klein, um, and her work. So, she has written three books. I believe one is called Time to Think, which is basically her business and the work that she, uh, does. And the more recent book is The Promise Not to interrupt. I think, um, uh, and, um, just to share that, just to say that this idea of thinking obviously is the key theme of what we're talking about, that thinking leads to joy. Um, thinking enables us to pause, to reflect, to, um, take make the decisions to find our values. All of those things. Um, so just to sort of say that within context, context, and I'll put a book recommendation in the, in the show notes, um, for those books as well. Um, and I will remember the tools that we've shared as well. So, links to those tools, um, if that's helpful.
Tim Baker [00:21:45] Yeah. And definitely would recommend, uh, Nancy Klein. I think that was, that was at the cornerstone of so much that I think goes on in, in leadership, in a circle and in all the conversations and in my own journey has been just her real kind of intentionality about thinking, um, and yeah, I am reading her book about, uh, I will not interrupt, which is, yeah, really challenging, really, really challenging in a sort of team and culture and family life where like, interruption is the order of the day. Um, but yeah, noticing it more and more, um, and, and noticing my own, um, Uh, um, inclination to interrupt and the benefits of not always doing that. So, yeah, there's a not just a podcast, but a whole book that we could do about that. Yes. And yeah.
Emily Petty 1 [00:22:35] I think it's.
Tim Baker [00:22:36] Called it's called The.
Emily Petty [00:22:36] Promise. It's called the promise that changes everything, isn't it? Yes, it's the promise.
Tim Baker [00:22:40] I will not interrupt you.
Emily Petty [00:22:41] I will not interrupt you. Yeah. Um, and just to also say there are ten components that she talks about, uh, in a thinking environment. And what I love about these ten components, number one is I've finally actually been able to remember them, but they are, you know, these beautiful words like attention, encouragement, ease, place. Um, uh, I've got them on my wall so I can read them, uh, different quality, uh, feelings, appreciation, uh, incisive questions, which I will explain at another point, uh, and information. And I was also reflecting because I was preparing for this podcast, you know, what brings joy? And actually, I just I came down to the conclusion around, around the to the conclusion that these components, if in place in our lives, for ourselves, and if in place for our teams, in how we meet, how we work together, how we communicate, how we connect, if they're in place or even one of them is in place. So, attention. The first one, um, removing distraction. Even if that is dialed up a small bit, it will make such a difference in how we work together. Um, and that's why I've kind of landed on this as, as the thing that just connects and resonates so, so strongly with me. Um, and without being talking too much, when we want to hear from, uh, what I see there for is when I bring people into spaces where they are shown and demonstrated the thinking environment over a period of time, they are then able to bring that into their workplace. Um.
Tim Baker [00:24:22] So yeah, definitely.
Emily Petty [00:24:26] I suppose thinking about moving forward and. Yeah. What you. Yeah, maybe that's a question. If we've got a little bit of time. What. You know what, what have you bought in thinking about those ten components or thinking, um, about the thinking environment? What has changed, uh, for you in how you lead your team?
Tim Baker [00:24:46] Um, yeah, I think.
Tim Baker [00:24:50] Sort of wanting to do to do the thinking environment justice, I guess, has been the biggest, the biggest thing for me has been to to sort of just overall shift the dynamic away from, um, a best case scenario. It's like, how do we get the agenda done for this meeting? Worst case scenario, sometimes it's like my way of thinking has been, how do I get through this meeting without dropping such a massive ball on my foot that I scream. And so, will, you know, can we survive? This meeting has occasionally been the like attitude I'm taking to a meeting, and I don't think that's helpful. It's not helping anybody, really. Um, so shifting that much more around how what role do I have to play in this meeting and creating a space where I, but also everybody else on the call can flourish. And I think recognising as well the challenges of doing thinking environment really well online. Um, I think, uh, I hope most of my team would testify to the fact that I think we've had some brilliant away days across all of the 18 months or so that I've been at shelter, but we haven't always had great team meetings online, and I think some of that, for me, has been having the time and space to think about how do we translate some of those really good, good behaviours and, uh, intentions to, uh, to an online space where the, the temptation of distraction is, uh, is much higher? The, um, the cost of attention is, is greater. Um, and, uh, I think one of the things I've been sort of semi joking about in the leadership circle, but also then with my team is about show me your hands. Uh, so more and more and those of you watching, if you're watching this on YouTube or anywhere, we'll see that most of the time, I hope my hands have been visible on screen, because that is my, like, new, uh, new kind of promise to myself is to sit in a position and I'm on a meeting where, uh, other people, but also me on the self-view can see my hands because it stops me having them on the desk and the move from the desk to the keyboard or the desk to the phone is far too easy. Um, whereas the move from, like, under my chin to the keyboard feels less natural. Um, so trying to put your hands in the sort of places you'd put them if you were, uh, meeting in a coffee shop, which sounds really mundane and in fact quite silly, but has really helped me. Um, just the sort of accountability of that to say, um, even if I think I'm being good and putting them on the desk, my team don't know for sure that I'm not tapping away or right, or that the notes I'm pretending to write in my notebook aren't actually about the next meeting. Um, and so, yeah, just really owning that, um, as much as possible. Um, and I think, yeah, overall, it comes back to, to recognising that for me at least, hectic doesn't work. That hectic isn't isn't good. It isn't enjoyable. Um, I know some people do get genuine kind of buzz out of being really busy and getting the adrenaline flowing and then allowing the adrenaline to sort of sap away. For me, it takes weeks for the adrenaline to sap away from a few days like that. So it's not healthy. Um, and it doesn't it doesn't create my best work. My best work is created with a bit of bit of boundaries, a bit of space, a bit of clarity of thought. Um, and I think one of the other things I, I talked about as part of the Leadership circle, which I just mention here, because this might relate to some people listening. Listening along is I've done quite a lot of work in the last 5 or 6 years around really boundary ING my work, uh, as a, as a space within my life because I've got a young family, um, I've got several hobbies. I've got a whole kind of church life that I'm involved in outside of the, uh, 845 to 9 to 530, um, rhythm of the week. And so having put those really firm boundaries in place, I then think it's taken me most of the last few years and some of the really good thinking that that we did together, Emily, to recognise the sort of impact of that, because it means I can't have eight hours of meetings and still expect to get work done, because I would have done when I was in my 20s. I'd have done the eight hours of meetings, gone off and had tea, and then come back to the desk and done four more hours and done the things that I couldn't do while I was in a meeting. Um, and so you can't just ram all of that together and multitask and achieve the same amount in eight hours as you can in 12. Um, but also, um, I wouldn't ever want to go back, and I've not been prepared to compromise on the, the like, boundary that work has in my life. But I have um, and so I've had to recognise okay, what other boundaries need to be in place to enable that that to work really well. Uh, and that to work for everybody. Um, so yeah, that's, that's the I think that's the big thing has been um, and you talked about I was. Yes. I'm remembering the question now and how I was going to relate that point to the question, which is that that that boundary thing is then about being really clear about that with, with team and with people who you manage, but also people you work with. Um, and saying, actually, if I'm going to get the work done, I need to get done, Then if I've put Keep Free no meetings please in my diary. I really need you to respect that so that I can. Because I've thought through. You know, I started my day by thinking about how my day was going to go, and I'll factor in that. The fact there might be a crisis, and if there's a crisis, then fine, that's part of my job. But if there's not a crisis, actually, let's respect that. Let's say, okay, let's find a time that works for us both when we can talk rather than just, you know, um, ring and we'll talk for an hour and a half. Let's be let's be honest about what we both need here. Um, and being, um. Yeah, being honest about boundaries rather than rather than overoptimistic about them, I think, which is probably my default point, uh, is to look at a to do list and think, yeah, no problem, have it done by tomorrow lunchtime. Um, and um, that's, that's part of the hectic mindset rather than the, um, the reflective mindset. So trying to bring that to my own Life and work, but then also really enable my team to do that same. Same process to say, you know, I'm not pressing you for a deadline. That's unrealistic. I want you to tell me a deadline that's realistic and we can work backwards from there. Not, you know, me. Asking you when that will be done by isn't the same as me saying get it done now. It's saying let's have an honest conversation about when that could be done by. Um, uh, yeah. I think that's that's all part of, um, trying to model that thinking environment wherever, wherever we go. Um, which is what I want to do.
Emily Petty [00:31:51] It's wonderful. I love that. I think what I love is the ripple effect.
Tim Baker [00:31:55] Yeah.
Emily Petty [00:31:56] Of, like, when you're setting boundaries, when you're communicating that you're helping your team to do the same, or it's with whatever tool or whatever change you're making, you're you're empowering others. Like if you're being honest about, I don't know, something you don't know, or admitting a mistake or showing that you're receiving feedback or anything that it that it might be that you're you're modelling that and modelling the behaviours, um, for your team. Um.
Tim Baker [00:32:24] And not always perfectly and no. And that's part of it as well, isn't it. And owning up and saying, you know what. Really sorry. So and so I wasn't my best this morning. But yeah. Um, I've reflected on it. And here's three things we can do about it.
Emily Petty [00:32:38] Kind of and that and even that in itself, like so many of us don't, that honesty and vulnerability, uh, to show your own personal growth and development, I mean, the fact that you're on a, you know, being willing to have this conversation, you know, on a podcast is, is, I think, shows great, great leadership, uh, from, from my perspective.
Tim Baker [00:32:57] So thank you. And thanks for, uh, your part in creating the space to refind Joy.
Emily Petty [00:33:04] Um, thank you. Tim. I, I yeah, I hope for our listeners that there's lots of nuggets. Well, that's a practical tool. Or whether that's just thinking a little bit deeper about what it is to think for yourself and what it would be like to enable your team to think for themselves. Um, and what change you could see. So, if you are, maybe you're feeling a bit like Tim was, um, a bit bit grumpy or frustrated, or it might be that you're feeling overwhelmed or you're stuck in that cycle of the theory that is that you're being productive and super, super, super Superwoman or Superman. Um, but it is not serving you. You know, it's not serving you. And perhaps as well, you might be listening to this and you're on your summer holidays or taking a break or juggling, um, and in that moment you're thinking, oh, what is going to happen in September? How am I going to recalibrate in a way that enables me to thrive, enables my team to thrive and enables you to love what you do. Then I am launching my next version of my leadership Inner Circle. So my third cohort is starting in September, and so hopefully our conversation has given you a bit of a taste to what you might encounter and how you might feel at the end of that. But if you are interested in joining, drop me a line. Um, and taking. I have a 1 to 1 conversation with anyone who joins. So just to make sure you're a good fit and that we that you're right for the programme, um, no obligation chat. Um, and uh, and then yeah, let's talk about how I can help you or how you can help yourself to thrive and, and find joy in your work. Um, and similarly, if.
Tim Baker [00:34:50] In case that in case that hasn't come across hard recommend.
Emily Petty [00:34:54] Recommend from Tim. Thank you. Um, and also if you want to find joy as a team, I did a like a little energised workshop with, um, Tim's, uh, Tim's wider team. Um. Um. So I can also work with your team if you want a more light touch support for your team. So that's my sales pitch. Um, what I am planning to do. And I didn't check in with Tim on this, but, um, to see whether he thought it was a good idea. But I'm pretty sure it's a good idea from our conversation is I'm going to follow this podcast up with a mini-series, and I'm going to focus on each of the ten components of the thinking environment. So, um, but through the lens of joy. So how to find joy through giving attention. Um, so that will be coming, uh, later in August. So, if you want to find out more, um, do follow the podcast and keep listening. Um, so that is all for today. Uh, do like as I say, follow, um, share uh, with others. And I hope you have a wonderful week or day wherever you're listening. And I shall see you on the next episode of Unlocking Potential.
