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Secrets From a Coach - Debbie Green & Laura Thomson's Podcast
Secrets From a Coach - Debbie Green & Laura Thomson's Podcast
206. Focusing on the Opportunity During Company Cutbacks
In this 4-part mini-series we explore how to bring a bit of OOOO to your work life: Optimism, Opportunity, Outgoing & Organisation. Four different topics, we explore the mindset, behaviours and tips that bring these to life in everyday practice. In this second episode explore how to look after yourself and others when there are cutbacks, redundancies and a 'shrink' mentality in your workplace. As we discuss, this can create very unsettling and upsetting emotions. Not only for those who are at risk of redundancy, but also those who remain in their role who might be sad to see a colleague depart, and worried about increased workload.
We take a practical look at how to keep focused on the opportunity, remembering that as one door closes another could be about to open. No feeling is final, and sometimes upon reflection, an unwanted change due to a company cutback, can be the start of a better career path ahead.
A useful listen for anyone who has a stretching period ahead of them, or who is managing a team during a round of redundancy.
Opportunity mindset a useful topic for you right now? Here are some relevant past episodes:
Ep. 202. Pursuing a Career Dream
Ep. 181 Looking for Everyday Opportunities to Learn & Develop
Ep. 165 The Stoic Approach for Success During Times of Change
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. Deb, laura, how you doing? Oh, I'm doing well. Well, how's your week been?
Speaker 2:it's been um bit manic and a little bit crazy and um, yeah, I've just sort of changed my system about getting things done and it seems to be working, so that's good. Yeah, I've gone back to pen and paper, have you?
Speaker 2:oh my gosh yes, I do use still my lovely. I don't know if we can advertise a remarkable, but hey well, let's put it out there. That's still wonderful. But like, oh, I've got so many things that we're just juggling around that I go, I just need them in a book. I can see yeah, funny.
Speaker 1:Yeah, it was for about three months. It was the world's most expensive mouse mat that I was using it as this bit of technology.
Speaker 1:I am sort of using it a bit now, but yeah, I mean that's. That's why our topic we're going to cover in our third part of this series is going to be all about getting organized to liberate your, your workload and your energy, etc. So really looking forward to the focus that we're going to have for this episode. So this is the second in our four-part focus and it's all about the oohs for the month of October, at the point at which we're recording this.
Speaker 1:So the first one last week was with the fabulous Emily Cook talking about keeping an optimistic mindset, and there's kind of some links actually to what we're going to be covering on this one, which is all about keeping focused on the opportunity, particularly during times of cutbacks. Yes, so what are you hearing in your comings and goings, whether in the coaching space or in the workshop space, about how useful this topic is now handling yourself during times of cutbacks?
Speaker 2:I think it's really relevant. I mean, different organisations are doing slightly different things, but there seems to be. You know, we've got to cut costs, we've got to pull in on our budgets, we've got to submit budgets now for next year, so we're looking at how we can cut back on what we invest in our people and things. So it's a real hot topic because people are working lean. You know they may not, they might've had a recruitment freeze so they're not getting new people on board, or they might be just moving people around just internally. They're not externally recruiting at the minute. So you can sort of feel there's this tightening at the moment of what's going on and being able to make your way and navigate your way through that can be quite tricky because how it was is not how it is oh, oh, good phrase.
Speaker 1:And actually you know, when we've spoken to Epi I think we've covered before on the podcast about how, particularly if there's lots of newness and new people around you, that can be a bit unsettling. If you're used to be the person that's got the little black book of network and contacts that can get things done or you know manoeuvre things quickly, and if suddenly you know you haven't got any of those levers to pull on, then it can be quite unsettling. And I mean we work with a few organisations that have experienced mergers and acquisitions and or maybe you know prices have gone up in the market, which might be quite volatile, so there's that belt tightening kind of feel. What impact have you seen it have on individuals and teams morale? So when, when cutbacks are in the air, yeah, what impact have you seen that have on people?
Speaker 2:I think it's. It's one of two ways. I think some people see it as an opportunity and they can see that they can map out a way forward for themselves. But it becomes quite individual and whereas the push is to be collaborative and empower the team, and suddenly people aren't vying for position or looking out for themselves or making sure that they're keeping themselves safe, because it can be quite a challenge to not know whether you're staying or going, and then the panic can set in and therefore people aren't maybe sharing as much as they should, or they're just holding information because they're not quite sure whether they should say something. So there's a nervousness.
Speaker 2:I think that you see, and I think what we need is people that are still speaking up, they're still sharing things, but then we, on the flip side of that, I was working with somebody the other day that is still very vocal and will challenge the organization, their manager, the leader, and then suddenly pulled back from doing that and I said what stopped? What is stopping you? And they go well, what if my card gets marked? And then I'm too far up their radar that they're going to look at me first because I can be disruptive or challenging, and I went. That's fascinating that you now have withdrawn and you're just keeping your head down, just getting on with it and waiting to see what unfolds.
Speaker 1:So there's uncertainty and nervousness around you know you've just got me thinking about a brilliant chance conversation I had with someone in a workshop room recently about how they described themselves as being an uncomfortable employee and sort of that gift they have of thinking this doesn't add up. Gently challenge. And she said you know I'm not an easy person to have on a team, but I'll be able to crack through some of those conversations that should be taking place to then make stuff better.
Speaker 1:But, she described herself as an uncomfortable employee and I thought you know they're the people. I know we're going to talk in a bit in the final bit of this, about leadership, but they might not be the easiest people to have around you but they're probably the ones that in a year's time will go.
Speaker 2:I told you. So yeah, exactly yeah, and they will go. Why did you not listen? And yeah, and then that causes all sorts of problems. Um, but yeah, I think we will talk about how leaders can maybe support and keep the dialogue going, because I think that's what's really key.
Speaker 2:But yeah, it's fascinating to watch how people are second guessing as well. So, with the lack of communication, people are making it up. Right, we all know that we love clarity, but it's also interesting when they have cutbacks. So some of the organizations we're working with at the moment and we've just done some outplacement coaching, career coaching around people's plans you can see that they are then thinking about well, what about the people that are staying? How are they managing their workload?
Speaker 2:Because just because you've lost half of the team, the work is still there. It doesn't mean the work has gone. So they're panicking, thinking does that mean I'm going to do it and I haven't got the capacity? Or how do I manage my time? So it's it's interesting to sit on both sides of where people are at in that process at the moment. But yeah, cutbacks, you could say it's a cyclical thing If you go back to the early noughties, where there was loads of cutbacks and there was loads of mergers, because that's how I got made redundant a million times. But because companies were downsizing, cutting back, shrinking, then they would grow again and they downsize. So it's like it's nothing new. It happens and I think, with the narrative of the media around at the moment, I think it's just adding to the anxiety as well.
Speaker 1:Yeah, nice, nice link actually Debs the sort of the history about it and actually there's almost something quite comforting by seeing that actually, you know, there are ebbs and flows, just like the sort of the seasons. I guess there are a couple of nuances that sort of do feel a bit fresh, which is hybrid working. So what does that mean in terms of looking after yourself and everyone if you're not actually in the same room, you know when, when? Same space? Yeah, that's a big one. And also, of course, we've just seen so much noise in the media around chat, gpt, ai and all these things that are coming out of the science fiction movies into our day to day. You know that sort of is potentially creating a little bit more of an undercurrent that you know, of sort of worry that people might have.
Speaker 2:Yeah, I think that's such a good point, laura, because people are invaluable. I think in an organization and yes, there has at times there has to be cut back and it's those people that are going through that process. How they're managed through that process is pivotal to how they end up coming out the other end so they're not bitter or twisted that it was done to them. And I think you know, I think leaders, managers have to really have empathy around that because they may not be impacted by it. They will be further down the line because they suddenly haven't got the staff that they used to have. So you know they're going to have to think. So the more time that people do really think about it and plan it I know you always talk about that to level up, the two up leadership intent.
Speaker 1:So the storyline, just with a bit of context behind it, yes, yes, yes, definitely.
Speaker 2:I think that story has to be really thought through and also be mindful of the impact it has further down the line. And yeah, I just think it's a really interesting time to look out for the people that are impacted by any cutback, but also the people that are left, because of the cutback.
Speaker 1:Yeah, that's a really good catch and how are they doing?
Speaker 2:yeah, how are they managing through it as well, because they might have lost friends and colleagues and there's a bit of guilt because they survived and they're okay and yeah, there's so much. I mean, it's so nuanced, it's like crazy. You could unpick it and but you do see, teams sometimes go a little bit toxic because you know well, you got the job, my friend didn't, and it meaning, and a good manager, a good leader, will knit that stuff in the bud because they're being more open and more transparent.
Speaker 1:Okay, great, let's explore, then, what might be some top tips for looking after yourself during times of cutbacks, because there'll be some lessons learned from anyone that's been in the game before, or whether this is the first time you've ever worked for an organisation that is in contracting. It's getting smaller, and then we'll have a focus on what that means for leaders, because actually, I think that's a really good catch, debs, because I guess you know one person can make such an impact, either good or bad, during these times. Yeah, definitely so, debs.
Speaker 1:I do think what can be quite interesting thinking about this is at the time when something is happening in a job. It feels so all encompassing and all consuming. It feels like this is it forever? But then, in a couple of years time, you look back and it's just part of your history, it's yesterday's chip paper. So I think sometimes I mean, this was just something in my mind when I exited an organisation, because I've worked for a company where I chose to leave. I've worked for an organization that got put into administration, and it's not pretty when you just have this blood bath happening around you and everyone's going. What are you doing? What's happening, how you exit an organization is it a little bit like selling a house or leaving rented accommodation. How you leave that space kind of displays what you value and the type of person you are, doesn't it?
Speaker 2:Yeah, yeah, oh, my God, a hundred percent. Because if you're leaving it like for the next person and you're leaving it clean and tidy and you're absolutely happy with doing that, there is a sense of pride that goes with you that you know you didn't leave them in a shit show, really, or didn't, like you know, shaft people or deleted all the documents off of which another I do know a company has done that someone's left and they just deleted all of their files. Fortunately it was all in the cloud, but that puts, you know, potentially had an impact on the business, cash flow, etc. Etc. So that was an interesting move that somebody did.
Speaker 2:So, yeah, the way handle people, but the way you exit, people will either talk they will talk kindly about you I knew it had to happen, but you looked after me and you did everything you could Thank you or, bloody hell, I'm glad I'm out of there Blah, blah, blah. I'd never go and work for them. So, yeah, it's really important and also for that person's mind, health, both people. The wellbeing element of it has to play a part in that as well.
Speaker 1:Yes, and I know you're going to take us through some practical tips if you're the person in the midst of the cutbacks that are sort of happening around you. But I think just what can help in scenarios like this is actually let's just take a couple of levels up. What's the reputation I want to create around me? And could it be when you're in your parting phase of a role says more about the real you than when you're in the beginning phase, because that's almost like the facade and actually that then leaves your reputation. And I have lost count you even more than me because you've been in the game for longer than me.
Speaker 1:How many people have been brought in and recommended into roles as a result of previously someone working with them and saying, yeah, I reckon they'd be able to do that, they're a great person. So that reputation which could be actually solidified as God. That was a real tricky nightmare scenario they were in, but they handled themselves well. They still were someone that I would trust in another role. It just was wrong place, wrong time, but right person, yeah.
Speaker 1:So sometimes those little sort of bigger picture questions I think can be useful because this job will pass. It will. No one is going to have the exact same payroll number now from when they enter into the world of work and when they retire. So we all know we're going to be changing jobs. It's just how nasty does he get at the end and what does that mean for in terms of how you handle yourself? So you know, that's kind of just my bigger picture perspective. And, devs, I know you've got some great tips that can help. But actually during these times of cutbacks, to ask yourself, what do I want to be known for?
Speaker 1:What all this is going on, which I know is one of your favourite questions, which can then mean you just uphold your own values, and when you know that you are working with your values, it's easier to sleep at night yeah, definitely um, and I think that's what's gonna enable you to come out the other end of it and, as you say, look back on it, maybe with um.
Speaker 2:Yeah, maybe fondness is that the word you would use, I don't know, but not maybe as bitter or twisted that's.
Speaker 2:It was a phase, yes, but what I've learned has been incredible. So, I think, staying motivated through cutbacks because that's normally what goes People's motivation drops because they maybe are not sure it can be tough to see it happen around you. But actually it's about your mindset, as you said, how you step into that and these are all common sense things that we probably will do. But just to really bring them back to our conscious mind, you know setting those sort of small, achievable goals. So breaking down you might have had objectives for the whole year but you're only a third of the way through and you've still got another half a year to go or something. So breaking them down into more manageable tasks, because that can help you with a sense of progress and accomplishment and know that I am still contributing. So, yeah, tick, I feel good about myself because I'm still adding value to what's going on and celebrating those little wins, I think, can make a huge difference and I suppose also the connecting, staying connected with regular catch-ups, which is where I think, as you were saying, that remote hybrid space can be challenging, because you may not see somebody and then you're at home, they're in the office, swap over, you never speak to them face-to-face. So I think that connection making regular connection with people and the network, obviously making sure that you're supporting each other, sharing your experiences because everybody will go through it at different paces and spaces, so the ability to acknowledge or have empathy for or understand it from their point of view can make, I think, can make a massive difference. It gives some people a sense of encouragement. I think is really important. Learning oh my God, what we do right, focus on learning. You can always learn something. So how might you improve or how might you build on some existing skills or you might add some new skills? So I think that's been interesting to watch when are your skill set and where might you be able to add more to that? So you keep on learning, because that keeps your brain occupied and maybe gives you a slightly different focus, so you're not all consumed by what's going on, but the motivation to go yeah, I'm doing this for me, can make a huge difference around that Routine.
Speaker 2:Maintaining a regular routine. What we find, I think, in past is people suddenly chuck everything out the window. They don't keep their fitness up, they don't maybe eat healthily at a regular time because they might go into a bit of panic. So all of their normal in inverted commas routines might go out the window because people are trying to cope with what's going on. So making sure that you have a routine, I think can make a massive difference because that provides you with a structure and it gives you a sense of normal, like what is normal. So you know you're still going to take your kids to school, if you've got kids. Keep that routine, because that makes you feel like there is a sense of normality going on, regardless of what be going on in the workplace I still have a role to play here or going to the gym, or going to a meeting, or meeting up with friends. Keep the routines going can make a huge difference.
Speaker 2:And they'll say look for inspiration around you. What can you find reading about successful people, reading new stuff going on a webinar? There is so much you can do to be inspired by others rather than get dragged into the myrrh and dirtiness of it because people have come through loads. So if you're watching an uplifting, inspiring individual, it sort of makes you feel good, like good films, you know, if you can laugh and just take your mind away from it and it might trigger your thinking into going. I could do that and that's what we need to keep the motivation going.
Speaker 2:I say practical self-care Are you going to bed on time? Are you eating healthily? Are you getting your regular exercise? All of that stuff we know. You know, are you sleeping properly? They can all have an impact. So practicing regular self-care can make a huge difference and visualization can also help.
Speaker 2:What does success look like for me? Asking yourself some questions, if I could visualize what success looks like for me on the other side, you know. So you're forward focused, not like sitting in the back just reminiscing about the past and feeling sorry or down. You do have that, but don't stay there because that's not a healthy place to be. So yeah, it's okay to have ups and downs, I think, remembering you will go through that change curve and there will be good days and not so good moments as well. So that's part of what goes on. So sort of embrace it a bit and be kind to yourself. I think that's what I would say during that, during cutbacks, because they can be tough. So just be kind, be mindful and, yeah, look after you in the middle of all of that as well. There are a few tips.
Speaker 1:And there's some brilliant tips and those go out to anyone that's finding themselves watching Texas Chainsaw Massacre on repeat every night after a board meeting.
Speaker 2:Yeah, don't do that.
Speaker 1:I mean, I know it's a whole set episode in itself, but you know, what we consume sort of out of hours does shift your perception of stuff about whether the world is against you or working for you, and if it feels, as you said, that actually there's some not great things or easy things happening around you in your particular workplace, then you know just to how to balance it out in your mind. I think that's know just to how to balance it out in your mind. I think that's some brilliant tips. Which is why we have to focus on our third bit, because when we were planning for this, you were saying actually about the role that leaders can have in all this.
Speaker 1:You know, I just think that's such a good catch. So we've looked at how useful is this thing around handling yourself through cutbacks. It might not be easy, but that's why it's work, hey.
Speaker 2:Yes, that's why it's work.
Speaker 1:If it were that easy, we wouldn't call it work. No, we wouldn't. We certainly wouldn't get paid for it or whatever motivator we have. We then looked at well, what does that mean in terms of looking after yourself? So, whether that is practicing those simple things that we know, but making it daily practice or regular practice to protect yourself, so you can kind of float through this as well, with always the reminder that cutbacks have happened before through seasons of change in the world of work, and this too shall pass, and actually at some point there'll be an opportunity to reflect and go Ooh, that wasn't an easy time, but actually, as you said, I learned the most through that. You know, and actually I'm proud of the way I handled myself.
Speaker 1:And then, who knows, where there might be an unintended consequence, couple of years time, someone knocks on your door saying hello, I told you you and I would work together again. Do you fancy having a chat? And these things happen and you know it's based on your reputation. So, debs, give us your 101. So what does this mean for managing people well through times of cutbacks, whereas you said there might be people that are staying going? What does that mean in terms of some of those things that can make a difference.
Speaker 2:Great question, laure. So I think most businesses are currently in a state of flux most of them and they're all addressing the challenges. You're right. But as a leader or a manager of that organization, I think, rather than hide yourself in an office and disappear behind closed doors and there's loads of chatter and everybody's going, what's going on, I think there's also for a leader. I think it's be as transparent and provide people with context. Don't be the bystander in a changing world, I think. I think it's that bit about being an active participant. So obviously there are things you can and can't say we all know that but being as transparent as you can about the potential risks and opportunities the changes will pose to the company and that and how the company is maybe evaluating them as well. So what are you doing to to support and mitigate and change and, you know, embrace whatever it might be. So if you can provide context to the change in the direction, then people will feel a little bit more like, oh okay, how can my, maybe my role help in that change or that different direction that we're going in? So I think there's that. I think there's also being an empathetic leader. I think you know understanding it from that person's map of the world, because unless you know your team inside out, you really don't know especially when a cutback happens, what's going on for them or what that might stir up for them in their minds. So, you know, be that empathetic, approachable, you know, be available. As we said, don't sort of stand away and you know, just think, oh, they'll be all right, and keep them in the dark like mushrooms and just feed them loads of crap.
Speaker 2:I think it's that being really empathetic okay and having regular catch-ups. It's all about consistency. Talk more, be visible. Some people do or don't like this. But focusing on the fun element of the job, this is always a tricky one for me because if you're in a big organization and I know I work with large organizations where one team were all happy and they were going out and having fun, yet another team over the other side of the corridor were all going through a crazy time and they were like getting a bit like well, look at them over there, do they not understand what's going on for us? So I'm always a bit wary of the fun, one being mindful, but it can be an innovative time, so you might create fun by being more creative or having more idea sharing or getting people involved in you know what we could do, so that might be something they could do and I think the value making that person still feel very valued as part of what's going on. So communication regularly I think it all boils down to talk, just have a conversation, invest in their development.
Speaker 2:I think the first thing that we know always goes. If people are having cutbacks, training and development is normally the first thing to get chucked out the window. But actually that's the worst time to do it, because if you're going to invest in developing your people, as you said, the reputation will just carry on with them and even though they were cutting us back, I still had an opportunity to I don't know do more volunteering or go and spend time in another department, or I was sent on a training course that was available for me. So I think investing in your people is going to still be key to that and offer some flexibility around what's going on. If you know somebody is looking for another job and they know that, you know that, then keeping them chained to the desk between nine and five, that's not really a nice place to be either. So, again, understanding what they may be going through and letting them maybe be a bit more flexible on their hours because they might be going off to a job interview. So give them that opportunity to do it and, I think, find some meaningful work as a manager leader. Give people still meaningful work, not the boring and the mundane. Give them something to focus on and I think, keep that communication.
Speaker 2:Again, it comes back to that, reminding the team that these things are, you know, do happen in the world of work and but some people may have been, this might be their fourth time of going around it. Also, for some it might be their very first time, which might be really scary for them. And so being able to be a trusted source and act as a bit of an ally and an advocate for people can really help. And I suppose communicating why the decisions have been made the more clearer we can make it, the less likely we are to make it up ourselves. And then the rumor mill runs amok and there is all sorts of stories and fables that are coming out that you go where did that come from?
Speaker 2:So again, being open, I think this is for me this is one of my important ones when I managed teams was. I was as open about what I do know, but I was open about what I don't know as well. So I was always making sure that I was showing vulnerability because I was impacted on some of the changes that happened as well. But I was really clear on what I do or don't know. I didn't know all of it, so I was always very transparent around that. You know actually. You know what I don't know. That's a great question, or that's a great point. I'll tell you what. I'll raise that when I'm sitting around the table with people, because that's really valid.
Speaker 2:So taking people's ideas, listening, letting them be heard, passing those information through, I think can make the and then coming back to them and going. You know what? We raised that point, we discussed it and this is what came out of it. The decision was and that person goes okay, fair enough. You know you asked thank you, that might be all they need that. You know they're not being just shafted, they're being involved as well and I think aligning where the team is heading during this time of change can make it so, resetting some of those vision, values, the boundaries, maybe not being afraid to shift it if you need to, because some managers I've seen will just go into within themselves and and they won't take a risk for whatever reason, but they need to reconnect with the organizational purpose and it might be reshaping it slightly during this period of change until it's um back to some sort of or you've come out the other end, and I always think those people that are exiting will have lots of support, hopefully with with CV writing or LinkedIn profile updates or career coaching or whatever, so they get given support, but I think sometimes we forget the people that are left also need that support, because they're going through a grieving process as well.
Speaker 2:So, therefore, I think the leader has to work in both camps Look after the people next year, but also look after people that are still there, because they're just as valuable to you as they were ever and you may need them a little bit more until you reset where you're heading. So, yeah, as a leader, communicate, be visible, get out there, don't leave anything to chance. Stop the rumours flying and just be you. Be vulnerable, show vulnerability. That's what would be my tips.
Speaker 1:Yeah, I mean, that's quite a roundup, isn't it? It's not for the faint hearted, it's definitely not, which is? Why I think you're sort of the tips around looking after yourself and self-care. You know, do double that if you're someone that is taking the lead in a scenario because of that visibility you know, no one by by you sort of falling down?
Speaker 2:yeah, and actually that's the point. Lindsey, or our colleague lindsey thompson, always says that. Lindsey thompson right, lindsey. She always says when we're under pressure, stress and change, self-care is the first thing to go. And she always says, whenever I was on a workshop with her, as soon as something happens, self-care has to go up above what's going on the pressure. So your self-care, don't let that go just up it. So do more of it at this moment in time, just to keep yourself resilient.
Speaker 1:I like the metaphor keep chopping the wood, so as the spark comes and goes in your morale, just keep chopping the wood, and you know you're doing it, so you're not running on empty. You've sort of you know you, you got it there with that stuff. Um, two reflections. First off, I love that phrase you said around don't be a bystander in a changing world. And that's just, you know, just take, take, take the reins, be empowered, take, take account. And then the second sort of reflection just listen to you talk is there is only so much info that anyone might know in that organization. And it just saw just in my mind that I then just thought actually it was a phrase I picked up when we were doing lots of stuff around stoicism and resilience about.
Speaker 1:I think it's a quote by someone called John Findlay maturity is the capacity of mind to handle uncertainty, and there is a reality of being an adult. A childlike perspective is I've got a demand for certainty. I'm going to ask that person in a position of seniority to tell me what it is. And the fact that they're not telling me is because they're knowingly keeping me in the dark. Actually, if we were to just put that in a parallel universe, could it be?
Speaker 1:No one's entirely sure of what it is. Maybe your whole industry is going through a bit of an existential change. Maybe the reason why there are cutbacks is no one's quite sure what the pipeline of profit is going to be like in the next 12, 24 months. And that just might be what it is at the moment. And part of being an adult is to be able to reconcile yourself with. There are things that I know and then there are things that I don't know, and there might be some things that have been knowingly kept, but actually that might not be because of me. Like there's some dark magic against me.
Speaker 1:That's just where things are at at the moment, that's just what it is, and part of being an adult is to be able to have the capacity of mind to handle uncertainty. And I just, I, just, just as you were talking about the knowledge, I just thought actually, yes, there's lots of stuff that leads can do, lots of stuff we can do to help each other, but we also do need a reality check of sometimes not all the answers might be out there on the table, no, and in six months time it might be really clear as to what was. You know why that might be, yeah.
Speaker 2:Yeah, and I think that's a good point. And I think also, I think you know if you're a leader and a manager, you know the clues are in your job title. You have to lead and you have to manage during that time. That's what you get paid for, right? Not just sit back and expect somebody else to do it. That's your job, and step up, yeah.
Speaker 1:I love it when you look at words because because, like even the word corpora is a body, corpus is a body that will shrink and get bigger. You know, a bit bigger after Christmas, a bit like leaner beforehand you know, so a bit after that with that. So, debs, I've really enjoyed this conversation because you know, it's.
Speaker 1:Sometimes work isn't all happy clappy. There are some bits and bobs that need to be dealt with, and always, you know our intention behind this podcast is to cheer you along your way through the highs and the lows, and sometimes it can be quite comforting not only to hear other people's stories but also to just get a dose of perspective. And you know in this mid-20s stretch that we're in. These aren't the first round of cutbacks. We're going to see There'll be plenty more ahead.
Speaker 1:And there'll still be you in the middle of all of that. So how do you look after yourself well and how do you have a good impact on others around you? Because it's your reputation that stays with you to the end, even if your payroll number's going to change.
Speaker 2:Yes, that's a good point. I love that. Actually, that's well worth remembering, isn't it? So I think that links a bit to my call to action, which you mentioned earlier was around looking after yourself through this time. Yeah, that would be my call to action Look after yourself, keep your routines going so you're creating a sense of normal. You know normality even if you feel like everything else is sort of imploding around you. Keep the regularity of your routine. That will give you a sense of normality.
Speaker 1:keep the regularity of your routine. That will give you a sense of normality. Love it and my share. The secret would be, if you know a mate, family member or colleague that this is a relevant topic for, get them to listen to this and just to get a bit of perspective, because it can be all consuming when stuff's going on lots of noise and actually just to be able to take some time and just remind yourself this too shall pass. You're not the only one. It's not personal against you. It's just the way that things go sometimes and you know, put the clock forward 12 months time, things could have changed. So if you've got a mate who you think this might be relevant for, send it on to them and it will cheer them along their way on a commute that they may be dreading.
Speaker 2:Yeah, definitely Wondering what's around the corner, literally what is around the corner, which?
Speaker 1:links brilliantly to our third topic, which we'll cover off next week, which is all about oh my God, I'm overwhelmed with all of this stuff to do. How do I liberate my skills? How do I liberate myself? By getting organised. So we're going to explore all things to do with organization next week.
Speaker 2:I love that. It's definitely what I need, so I'll be definitely listening into that one. Oh, yeah, no, I'm contributing.
Speaker 1:Oh god, yeah, no because obviously what chat gpt says to do.
Speaker 2:Oh my god, I love that. Yeah, looking forward to that one yeah, it'll be good.
Speaker 1:Oh, devs, have a brilliant week.
Speaker 2:I've really enjoyed this episode. All right, love you, love you we hope you've enjoyed this podcast.
Speaker 1:We'd love to hear from you. Email us at contact at secrets from a coachcom, or follow us on insta or facebook. If you're a spotify listener, give us a rating, as it's easier for people to find us, and if you want to know more, visit our website wwwsecretsfromacoachcom and sign up for our newsletter here to cheer you on and help you thrive in the ever-changing world of work. Bye.