The SFC Coaching Model: Sweary Coaching for All

What is sweary coaching? Toss out those conventional coaching models and try something refreshingly direct. We're here to guide you through a unique approach: the SFC model. It's all about being brutally honest about what you genuinely don’t care about in your life or work. We believe that by eliminating these elements, you make space for the things that truly matter, sparking motivation and success.

We dive head-on into thought-provoking discussions about the importance of investing energy and passion into what truly matters in work and life. But beware, not everyone is on the same page. The workplace is a jungle filled with various characters, including the infamous vampires who kill any pleasure in our working lives. Their negativity can dim even the brightest of passions. We share personal experiences and offer practical tips on how to handle such individuals. Spoiler alert: self-coaching plays a crucial role in navigating these murky waters.

As we wrap up our enlightening discussion, we ponder on self-coaching and how it can help you identify your priorities. Ask yourself, what truly matters? Who might be hindering your success? We've been there, stuck in jobs we didn't care about and dreading every workday. But trust us, with the right approach, you can turn things around. So, join us in exploring this fresh perspective on coaching, learning to handle difficult individuals, and self-coaching. It's time to step up, be honest, and start giving a f about what truly matters in your life.

For more info, free resources, useful content, & our blog posts, please visit realitytraining.com.

Reality Training - Selling Certainty

Transcript

Bob: 0:09

Bob and Jeremy's Conflat the Reality Podcast.

Jeremy: 0:20

Welcome listeners. Hello, welcome Bobby.

Bob: 0:25

What a lovely day for looking at the world of models.

Jeremy: 0:29

Yeah, I mean we've got something a little bit different for you today. Now I've been thinking of a way to introduce this and I'm going to give you my little intro. Then Bob's going to expand on it.

Bob: 0:39

Okay.

Jeremy: 0:40

I want you, as you're sitting there or you're driving your car, you're cleaning I don't know what you're doing. Maybe you're sitting waiting to pick up your daughter and you're playing this Think about coaching. Have you ever had it? Are you a coach? Are you due to receive some coaching? Have you got some trepidation about coaching? Because today we are going to look at coaching in a very different way, and I suppose my objective of this podcast is, by the end of it, if you saw coaching as something that was never for you, you might just have allowed a chink of light in there to make you realise, with this model, I could be interested.

Bob: 1:23

That's a nice way of opening. When we talk about models, we're talking about conversational models, and there's so many models in the world when it comes to coaching. As Jeremy mentioned, there are loads of models and some of the most famous ones are things like the Grow model. That's a well-known coaching model. Many, many years ago, jeremy and I were talking about all the different models that existed, especially when it comes to something like coaching. We thought you know what we can actually simplify this. We can make this much, much simpler. We created a model and wrote a book about it. The model is called the SFC model and the subtitle of the book is Life Coaching. For those who Hate the Idea of Coaching Adding on to Jeremy's thing about what you know about coaching if you don't like the idea of it, this three-part model, the SFC model, will do the job.

Jeremy: 2:21

Bob has given you three letters. He's given you an S for sugar, an F for Freddie and a C for Canada. What's important here is those are three swear words and we will have no profanity, because we have got our editor, ann, who's come up with three distinct noises which we'll hear shortly.

Bob: 2:41

Yes, the SFC model stands for three words. We don't want to use those words throughout this podcast, so we're going to say them once, this time, and then we will also tell you and indicate the sounds that are going to be used to cover up those words as we go through. So the first word and we'll say it one time only is shit, and that's going to be sounding like this the second word we will be saying occasionally is fuck, and that will sound like this and the final word we'll be using a lot is the word c***, and that will sound a bit like this.

Bob: 3:24

So that's the only time we're going to say those words on this podcast.

Jeremy: 3:28

Beautiful. It might help you if you happen to be sat down this is the only other idea, bobby, then we'll get into the book. Is that if you imagine this as a triangle, the top of your triangle is the S, the bottom right-hand corner of your triangle is the C and over to the left-hand corner is the F, but they are interchangeable, the F and the C. But Bob and I both really think you start with the S and that's where we will start in the book. And, as you're listening, we're going to give you some examples of the model in action. We're not just going to chuck theory at you, you're actually going to hear some of this in action.

Jeremy: 4:07

And before I pass to Bob, I just want to make the distinction between life coaching, executive coaching, business coaching. Let's stick with just those three for now. If you've ever had coaching, it might be because you're looking to have it at your crossroads in your personal life. But of course you might come to work and they say you need coaching to be better at your job. If you're a very senior executive, you may have had an amazing, super one-to-one coach. They will have all used a model, as Bob alluded to right at the start, whether it's their own or a more famous model. This is your alternative, and it's the power of three. You've only got three things to remember. Right back to you, bobby.

Bob: 4:46

So we know what the model is called, the SFC model, and we're going to start with the S Now. The premise of S is really straightforward. The key question to this individual that you're coaching, or to yourself, is if you are honest, don't you give a s*** about? Really key question. Now, if you think about your life and the way you work, there'll be lots of things you do that you quite enjoy doing. There'll be things that you get something from. But with any type of work, there is an element of it which is a bit and, if we're honest, we don't really give a shit about it either, but we still have to do it. So the first question is around what you literally don't give a s*** about.

Jeremy: 5:36

Yeah, and you can see how this is already different to traditional coaching. That wouldn't start in this way. It would begin by asking you what you're most excited about. But we're working against the psychological norm. We're kind of come from a place remember we prefaced it with this you're someone who isn't open to coaching. You don't want to be coached, just frigging, tell me, or? I don't believe in any of that kind of stuff. So I thought and I don't know if you did too, bob that we would actually look at this section in the book where we go through a few questions.

Jeremy: 6:10

Yeah one of us becomes the coachee and the other is the SFC coach. Now, who knows? A few years from now, there may be an international licensing program with thousands of highly qualified SFC coaches, and you yourself would become an unlicensed one, with your own certification of listening to this podcast by the very end. So, bob, would you like to coach me, or would you like me to coach you?

Bob: 6:35

Why don't you coach me? And I would start with that question yeah, what's?

Jeremy: 6:40

the one thing yeah, okay, beautiful. So I'm gonna give it a little kind of intro, imagining we've maybe you know agreed this. So, bobby, it's great that you've opened yourself up to some SFC coaching and you know, I sent you that very short email saying we'd get straight into it and thank you for being, you know, open to this. So I'm gonna begin with this what's the thing you really care the least about? And I'm gonna bring this to life. It's there, it's part of what you do, but you really don't give a s*** about it.

Bob: 7:13

Okay, well, that's really easy. For me it is tenders, okay, that's so to be clear on that. It's having to write a tender for a piece of work and we have very little control over the process and, as I described in the book, it is the most time-consuming, expensive, unemotional and filled pile of cack. I've ever had to endure.

Jeremy: 7:37

If I took over this organization and I said, hey, bob, would you like another hundred care year, would you give more of a s*** about tenders?

Bob: 7:45

then Probably, but then we don't normally win them, so who gives a s***?

Jeremy: 7:51

If you won the odd tender, would you give more of a?

Bob: 7:54

s*** Of course.

Jeremy: 7:55

Alright, so how do you think companies who actually win tenders feel?

Bob: 8:00

about them. Well, they obviously give more of a s*** about them than I do.

Jeremy: 8:05

We're getting there now. So if you suddenly did give a s***, just imagine, gosh, here I am. I give a s*** about tenders what would be the very first thing you do?

Bob: 8:15

Well, I would improve the whole tender document and have a new exciting template so the creation of each tender takes much less time, and then preferably get someone who does love tenders to do most of the work for me.

Jeremy: 8:27

Okay, that's, that's a start, but what could absolutely help? You give more of a s*** about tendering for work. That's out there.

Bob: 8:35

Well, I suppose if I believed we might win the odd tender, I might give a bit more of a s***.

Jeremy: 8:41

So there is a chance of eliminating this s*** and seeing it in a different way but actually helps the business.

Bob: 8:48

If I'm totally honest, that's completely true.

Jeremy: 8:50

Right, so do you now? On a scale of 1 to 10, what number of you moved from where you really didn't give a s*** and now you give maybe slightly more of a?

Bob: 8:59

s***. Well, I've definitely, you know, moved up a couple of notches, that's for sure Great now listeners applying this to you.

Jeremy: 9:09

Let's help you. You've simply got to work out the stuff that you don't give a s*** about. In the example I'm coaching Bob about the main thing. It's there. It's the big steaming s*** that he hates, you know, and it could be your tax accounts. It could be a junior member departmental yeah all of that yeah but you might have to eliminate the s***.

Jeremy: 9:34

But what happened in this situation? He sort of thought I'll bring someone else in to make the s*** slightly better, but eliminating the s*** now. Bob, please give me the stuff on consultants. This is my favourite bit of this chapter and consulting.

Bob: 9:48

Okay. So this is where consultants earn their money. They look at an organisation and then point out where it's hemorrhaging money through systems that simply shovel s*** around. So by reducing the amount of s*** that start with, they save millions and are paid millions, and it's a nice job. So if anyone says to you I'm a consultant, you can respond with how lucky you are to be paid so much for sorting out s***. Beautiful, thank you.

Jeremy: 10:14

That's it Now we're not going to give you a case study. We've written a case study in the book, but I'm pretty sure, even in the limited minutes that we've been running this episode, you understand the s***. Remember, it's right at the top of the pyramid. Let's start with what you don't give s*** about. Yeah, that's what we're going to deal with first.

Bob: 10:40

Reality Training was created in 2001 by Bob and Jeremy, both actors who met at drama school. Reality delivers training that is effective, memorable and entertaining, with a touch of theatricality to bring it to life. We now have a company of trainers and actors who you can utilize to create change programs across your business. Please contact us via realitytrainingcom.

Jeremy: 11:12

So we're now going to have Bob give you a little introduction. Let's hand over to you for the F.

Bob: 11:17

If you've looked at all the stuff you don't give s*** about, we can now move to a very positive place, because by analyzing that and getting rid of it, you're then freeing up space for stuff that you really give a f*** about. And this is a much more motivational thing to think about, because you hear people say sometimes, what I really give a f*** about is boom, boom, boom, and you just think, well, why don't you spend more time doing that? Well, because I've got to do s*** to sort out. So that's why giving a f*** about something really makes a difference. As I put in the book here, if you say that to someone as a straight-off coaching question, one of the top three things you really give a f*** about most will say something like their partner, their kids, their health.

Bob: 12:06

Now, that's fair enough, but I know plenty of people who some people would say that their health is something they actually don't give a f*** about because they don't do any exercise or don't eat the right things or whatever it may be. But anyway, you get the gist. But now let's transfer it in to work. Okay, the top three things that people really give a f*** about are earning more money, developing skills. So I enjoy what I do more and more. And how about this? Pleasing all of my customers all of the time? Those are really important things that you can actually give a f*** about. What do you think, jeremy?

Jeremy: 12:43

I think we'll bring it alive now and that's a perfect segue. I'm going to play the part of somebody who isn't exactly like me, but it really does sort of bring this to life. And Bob, he's coaching me, and maybe we had a first session, all about this, and now he's teed up the second session. Jeremy, when we meet again in a week, we're going to get right into the f*** of it. We're going to get into what you really give a f*** about and I've gone. Okay, right, right. So let's go with this.

Bob: 13:09

Okay, so you really give a f*** about earning more money.

Jeremy: 13:12

Yeah, I mean, that's what I said at the end of last time because I'm just not earning enough, I'm trying to get on the housing ladder. Absolutely, I do.

Bob: 13:18

Okay, what is going to make sure you earn more money?

Jeremy: 13:21

Well, the company hasn't developed me enough. I'm, you know, I'm a sort of near the top group of sales people here, but I've got to develop my skills and reduce the amount of complaints my customers are giving me.

Bob: 13:32

So what do you need to do to make sure that happens?

Jeremy: 13:36

Well, it's the classic thing. I've got to have time because you know, all the time it's the lack of time. I've got to put aside time to actually work on those things, developing my skills.

Bob: 13:47

So getting two and three right means you get one more money? Yeah, I suppose it does, yeah, okay, yeah, now give me a few more things that you really give a f*** about.

Jeremy: 13:59

I suppose I give quite a f*** about the team. You know I think that's fairly important that you like everyone in the team. As I've said, you know getting better at what I do. I would like to have a good Christmas party every year. The company are a bit tight on that and they're also tight on expenses. I give a bit of a f*** about where I stay because I cover the whole of the north so big area and I'm putting some absolute what you taught me last time and put in some f*** holes which I do give a f*** about and I'd like to put in some better places. Really.

Bob: 14:31

So what would you love to do about these three important things?

Jeremy: 14:34

Well, there's a couple of people in the team you should go and I think I could help influence that, as I'm seen as fairly influential, and if they f*** off, that would be a lot better.

Bob: 14:45

Amazing.

Jeremy: 14:46

And then I need this plan to develop my skills, and it's only in a few areas. You know the main negotiation area that I haven't had any training on and it gets very technical. I want to improve my negotiation skills and also getting quality case studies and feedback from these things. That's what I give a f*** about.

Bob: 15:05

That's fantastic. So by really giving a f*** about these things, you're already planning about what to do about it. Yeah, I am actually. Now what difference would it make to you to have more time to work on that important?

Jeremy: 15:15

stuff. It would be massive. I mean I do you know? I can't go on working with two members of my team who do not give a f*** about the same stuff we all do. That's got to end.

Bob: 15:25

That would be my next question.

Jeremy: 15:26

Right.

Bob: 15:27

Do these others feel the same about this stuff? No, do they give a f*** or don't they give a f***?

Jeremy: 15:32

No, they don't give a f***. Okay, okay, no, we give a f***. All of us a part in these two. They don't give a f***.

Bob: 15:39

Okay, if you explain to them how much of a f*** you care about this, how would that help? I mean, the key question here is how the f*** do you get others to give a f***? Yeah, that's good.

Jeremy: 15:49

Yeah, I think one of them might give a bit more of a f***. Okay, but I actually think, if we're thinking of time and the skills that we need in this current climate, I still think, ultimately, they should both f*** off.

Bob: 16:04

Okay, okay, that's great. Now, this is good. Now, if that's a really good giving a f*** conversation and there's plenty more directions, you can go in there. What we want is to have strategies in our life for important stuff. That is the purpose of this.

Jeremy: 16:18

Are my energy shifted?

Bob: 16:19

Yeah, Of course it has.

Jeremy: 16:21

I know many acting, but I now give a lot more of a f***. That's good. I've actually transitioned from thinking about f***, which in the, the awesome thing about it is the tenders, and now I've gone more into a couple of key areas, even though I was only acting.

Bob: 16:36

That's amazing. Now, within that chapter, there's loads of stuff about running, give a f***, workshops and stuff like that. Now, at the end of this chapter, there's a really key segue Okay, giving a f*** has wide implications. Okay, it's a great place to stay in and people say, oh, can I stay here please? Where people actually give a f***, where there's effort and light and enjoyment and success.

Jeremy: 17:00

Why, why, why can't I? I want to be here, bob, where everyone gives a f***.

Bob: 17:04

I just want to stay here. We all do, but I'm sorry to have to tell you that someone's coming. No, yes.

Jeremy: 17:11

Really.

Bob: 17:11

Yes, you guessed it, they're on their way and you can forget all about that stuff you really give a f*** about, because here comes a complete and utter c***. Okay, so the final part, this is who is the c***? Yes, we're sorry to use this word because we know that many people struggle with this word, as we put in the first part of this chapter. Some people it is the only way to describe them. You can use a lesser word like t***, but it's nowhere near as important.

Jeremy: 17:44

Softer isn't it? It is softer.

Bob: 17:46

And we all know what we're talking about here, and I want you to think about your career and jobs that you've done, and I want you to think about people in your life who were that and what their characteristics were, because within this chapter, we really do examine this. Now I want to be clear as well we also look in this chapter at different types, because there are useless ones, there are valuable ones, believe it or not, there are total ones. There are different types of c*** that exist in the world, Jeremy. Different- ish levels, almost yeah, yes, and we also make the point here that quite often we'll employ many other, because then they can have a nice D-group that gets together and be a total c*** for everyone else.

Jeremy: 18:33

There's another very important thing. There's absolutely no gender that can be placed on a c***. You can have male, female, transgender, transitioning. It doesn't matter. Absolutely. There's no gender bias here. I'm sorry If the Doesn't matter what the person is or who they are, they can still be a c***. Can I also just raise one more thing before we get into it? You're listening to this and you think, right, this is interesting because the person who runs my company or my director, I'm pretty sure straight off is a c***. I don't enjoy being with them. They run oppressive meetings and the other question in your head is how did they get there? How did this c*** get to the top? Yeah, you're thinking this and it's a question we're not going to answer here.

Jeremy: 19:19

No, but, we are through the SFC model, help you identify and more, but we don't want to give it all away.

Bob: 19:29

We do define different types within the chapter.

Jeremy: 19:32

Yeah.

Bob: 19:33

But in the end, these people are awful types. The point we're making it where we had this stat which we've been using for a long time, which is that 97% of people on earth are pretty reasonable human beings, and I think that's probably true, but that would mean that 3% are total, and I think that's probably spot on.

Jeremy: 19:52

Yeah, there's another part that goes to that. If you're listening to this and you're thinking, go, I'm in a place full of c***s, Then you're just unlucky that in a sense, but it feels like they've all bloody moved in where you are. It's not a fair dispersal of.

Bob: 20:08

I've actually done a list here that's not by any means mutually exclusive of the people who might be in that category, and I talk about murderers and rapists, some lawyers, some accountants, fascist and communist dictators any other dictator theatrical agents, certain call centre operatives, certain middle managers, some supervisors, some team leaders, four men, four women, certain fraudsters because some fraudsters are actually okay some aristocrats, some ex-barrow boys, thieves, liars, cheats, bullies and some smokers, yeah, you also missed out one that we were going to put in the second version a large number of independent estate agents.

Bob: 20:48

There we are, not all, but some no, no, now some of these people. They are this way because of obvious reasons, but in many cases it's because they've been treated badly by in the past and they're determined to get their own back on anyone and everyone.

Jeremy: 21:06

Which actually I'm going to coin right now. We could call learned behaviour.

Bob: 21:11

Yes, I think that's pretty good.

Jeremy: 21:13

Yeah, right, do you want to coach me a little bit? There's some of the questions.

Bob: 21:16

Okay, so let's do a coaching session on who the is, jeremy, which c*** is annoying you, right?

Jeremy: 21:26

No, it's quite simple. It is my direct line manager. Okay, yeah, yeah, he's a bit of a c***.

Bob: 21:32

And how are you so sure that they are?

Jeremy: 21:37

They don't listen at all. I have none of my opinions accepted. They don't prepare for meetings. We work to their time schedule and they only ask me closed questions like give me the number you know. They're just just a complete c***.

Bob: 21:53

Yeah, sounds like a, but let's make sure that we're all skilled at identifying them. So are they a valuable one, a useless one or a total one?

Jeremy: 22:01

Good, Well, I know that their boss would say they're quite a valuable. No, I don't think they're a total c***, they're not a useless c***. No, they're not. They do do some things. I suppose they're a valuable c***, but I want them to be just generally less of a c*** than how they are.

Bob: 22:21

Okay, well, let's break the role play there. So we are identifying the different types that there are and who they are, but let's get on to the main point. Some of you won't be able to think of one, and that may be. That may be that if you can't think of one, it might actually be you.

Jeremy: 22:38

You think I could be the c***?

Bob: 22:40

Could be you. Now, there's a very nice sketch here of someone trying to employ one. Now let's imagine the interview for employing a new manager. We need you to come in and be a c*** to all of our staff. Why, Well, what's wrong with them? They're a bunch of useless w*****s, and unless you can get some work out of them, we're in the Okay, why do I need to be the c***?

Jeremy: 23:02

I just manage them in a normal way, you know, encourage them, incentivise them to do well.

Bob: 23:08

No, we tried all that with these tossers. All that really counts is being a c***, and they'll somehow make it happen through fear.

Jeremy: 23:14

Can't you just do it yourselves?

Bob: 23:16

Yeah, but it's killing us, so we'd prefer to pay you to be a Boris.

Jeremy: 23:21

When do I start? Oh?

Bob: 23:23

So sometimes you do need a bit of a c*** to make things work. It's unfortunate, but true.

Jeremy: 23:31

I think the helpful thing here is we have got Sort of what can you do about the total? So if and not many of you do, because when we wrote this we hadn't had pandemic and you know more than offices but imagine you were in an office and it was full of people but there was this total c*** and that's what made it hard to go in. What people don't realise is post- pandemic people are now saying I want to be at home so don't have to see or be directly near them. But it's true isn't it?

Bob: 24:00

there is also actually a listed.

Jeremy: 24:02

Help you are that's what I'm saying. That's the list.

Bob: 24:03

That's it so here let's go through the, the 11 characteristics of a total.

Jeremy: 24:08

Do them in all how you can, how you can identify them.

Bob: 24:11

Yeah, and maybe decide what you do so number one they comment on everything in a negative way yeah, number two they watch the clock like a book number three they take the piss even out of success.

Jeremy: 24:25

What a number. Four laughs at your personal misfortunes.

Bob: 24:32

Number five they give regular individual and group bollocksings that everyone hears.

Jeremy: 24:39

Number six makes you feel like you've had a good day. Just to let you know that he's in charge.

Bob: 24:46

If you told him you're looking for another job, he would put you on a series of disciplinary procedures to see if he could get you out before you could find a job and resign.

Jeremy: 24:55

He would score all of your attempts to forecast accurately and simply make up his or her mind and make up his own figures after hours of effort.

Bob: 25:04

He would openly praise his favorites and point out your frailties.

Jeremy: 25:09

He would forget his own many shortcomings, such as poor decision making, drunkenness, hormone curing and, like a total tit, embarrassing everyone on several occasions.

Bob: 25:21

And lastly, he will sit in meetings with more senior managers and raise his eyebrows whenever you speak, showing his disdain and dislike, noting things to pull you up on later.

Jeremy: 25:33

Now, this is a serious c***, isn't it?

Bob: 25:36

it really is.

Jeremy: 25:38

It's dangerous. Now the book goes on. There's some more valuable case studies in there about a dot com startup. We've got some more language. I mean it's sort of the book that could be published but certainly hasn't been due to the. Well, we're not quite sure. I mean, if you like this and you you're listening, you know, publisher, get in touch. The other thing is to really help you realise that outside of your working life there's probably some other knocking around.

Bob: 26:03

Yes, and you.

Jeremy: 26:05

You've got to deal with them in your life. You want to rid yourself. You've got to be around positive people who help you remain positive.

Bob: 26:12

We can all be For a bit, but if someone's a permanently permacore then you know that's dangerous there's actually a very famous sketch in the trip where Steve Coogan and a cast of singers and dancers sing a wonderful song called everybody's a bit of a c*** sometimes, and I think that's that's probably fair yeah, my sort of final thoughts on this is if you're someone who's been offered coaching, you said no, it's not for me.

Jeremy: 26:44

Do your own SFC coaching on yourself. To start with, what don't I give a s*** about? What do I really give a f*** about? Where are the c**** knocking around? Do that yourself. And also, let's just say you want to test this out without anybody knowing this. You could do this. They would know be like subterfuge.

Bob: 27:01

You could use these three things in a non-sweary way, which would be really simply what are you wasting time on that you can get rid of? What would you love to do more of, and who is stopping you? Those of the three questions which we're?

Bob: 27:16

really dull they're dull and, nowher e near as funny, but that is actually where we're going here. And you know, I think what we've always tried to focus on with a book like this Is, if you think about it, if you want to be successful it's not, you know, you can be lucky, of course you can, but actually if you really give about something and avoid some of the who are getting in the way, you can be really successful well and outsource the get someone else to do Because some people love the.

Jeremy: 27:50

That. You don't. You know, one man's meat is another man's poison, all that there are people who love to.

Bob: 27:57

Be really good at it now, hang on, we totally missed a section here which we're going to do now quickly. Which one threes the magic number?

Jeremy: 28:03

oh gosh, yes, yes, perfect.

Bob: 28:12

Okay, so threes, the magic number. My first question. We got three questions here. We're going to answer for each other because of the theme of the podcast. Jeremy, which job have you not given a s*** about the most before you started Reality?

Jeremy: 28:27

that was working for a clothing company, part of a chain in high street Kensington. My manager was a complete c***. He would walk around wherever I was and shoot me, make the sound if I was not folding clothes. Okay and so after one day, having started with a level of abolience, it just dropped off. Same question to you. Which job have you really not given a s*** about?

Bob: 28:52

Okay, I worked for an insurance company my first job when I was 16. I was a clerk. I was on a very, very low salary and I totally took the piss through that job because it was so dull in the extreme that I never gave a s*** about it. That was how dull it was. Now, the next question is what job did you really give a f*** about?

Jeremy: 29:17

Yeah, Yellow Pages. The team that I was in my tele sales team, we were the best team of tele sales people that's probably ever walked the planet. We were just supreme. We wanted to do well, we loved language. We you know it was just a little dream team. We gave a real f*** about being brilliant. Hmm, same question to you which job have you a f*** about the most?

Bob: 29:37

It's really difficult. I think I've done some jobs that I've enjoyed, but one job I gave a really good f*** about was when I worked in the pub In the evenings. They did five nights a week in my local pub, the Bush, Blackbird and Thrush. It sounds like a coaching model in itself. Ha, birds and I Loved working there and I cared about all the people who came in and I enjoyed the social element and I really gave Okay. So, and lastly, the final question I want you to describe, not name. Yeah, and if you can avoid their sex as well, so much the better. Yeah, okay, describe the biggest c*** you've ever worked for.

Jeremy: 30:17

So Oxford, which should have been healthy and days, memories of Oxford, baudelaire and all of that, but it wasn't. It was working for a catering company and the running it. You used to Shout at us Tell us what we weren't doing, hurry up with this, hurry up with that. We were all young, 18, 19. It was a summer job and I was so excited when I got it because we were doing weddings. We were doing, you know, university parties. After two days it became utterly awful and when I went back to the recruitment company saying I can't do this anymore, the person there was really nice when said we have had a lot of people who come and go.

Jeremy: 30:59

Let's help me find something else horrendous who is the biggest c*** you ever worked with for?

Bob: 31:05

I have worked for quite a few and I've got to be really careful in describing them, because we might have the odd listener listening in who may recognise some of these people. Well, just give us one the one. The main one was somebody who was my line manager, and this person was demotivating, did all the stuff that we talked about earlier, public bollocks and trying to get one over on you and picking on you because they weren't able to make up for their own shortcomings. And when I came to leave that organisation I had to do it entirely in secret because I knew if I let it be known this person would have put me immediately on a discipline. That's how awful they were.

Jeremy: 31:52

Are they still well or retired?

Bob: 31:54

I've no idea.

Jeremy: 31:55

But, that.

Bob: 31:56

That is my immediate thought that to work for someone like that is not pleasant. He was employed by one and the company was run by a bunch of them, as well.

Jeremy: 32:06

So that was again the, the bushel, a bushel of mmm, let's hope that they've had an epiphany, and that's my only other hope is you're listening to this and it might give you a not an epiphany, that's major. But perhaps you think actually, yeah, I could do something about what I give a s*** don't give about, or some of the c**** I need to be around less.

Bob: 32:27

I'm gonna finish this podcast by saying to Ann I wish her luck with editing this podcast because she's got to put the sound effects in over all of those foul words, so I'm sorry about that if it becomes too excessive and you may want to think twice about covering some of them up, because I think there's probably about 300 of the worst in certain sections.

Jeremy: 32:51

So good luck with that and what we don't want is something she really currently gives a f*** about, but to move to not giving a s***. Absolutely right excellent, excellent Thanks listeners.

Bob: 33:03

Thanks a lot. See you another one soon. Bye, bye, Bob and Jeremy's Conflab, the Reality podcast.