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Secrets From a Coach - Debbie Green & Laura Thomson's Podcast
Secrets From a Coach - Debbie Green & Laura Thomson's Podcast
235. The Droids Keep us Moving – Engaging Teams With New Tech
In this second of our 5-part mini-series, where we celebrate Star Wars month by bringing lessons from that galaxy far, far away, we explore ideas for engaging teams to open their hearts and minds to new and emerging tech.
For as every avid Star Wars fan knows: rather than the 'extras' the Droids are the constant in the storyline - and give the humans the consistency, benchmark and mirror to their own drama.
We take inspiration from the unsung heroes of Star Wars—the droids! From R2-D2 to BB-8, these loyal sidekicks are masters of support, adaptability, and keeping things moving behind the scenes. We explore:
- How to introduce tech in a way that supports (not overwhelms) your people
- The importance of emotional intelligence in digital transformation
- How staying purpose-led helps teams adopt change with confidence
Because in a fast-moving world, it's not just about the tech—it’s about the people using it.
'Many of the truths we hold on to, depend on our point of view' Yoda
Secrets from a coach Thrive and maximise your potential in the evolving workplace. Your weekly podcast with Debbie Green of Wishfish and Laura Thompson-Staveley of Phenomenal Training. Debs, laura, how you doing? Yeah, I'm doing well. I've had a good week. Good, and I'm excited about this episode.
Speaker 2:This is right up your street, isn't it?
Speaker 1:Right up my cantina. So we are using. What parallels can we transfer From the world of Star Wars so one of the most successful movie franchises of all time yeah. What parallels can we transfer from the world of Star Wars so one of the most successful movie franchises of all time yeah. What can we transfer from that world into our world of work and what insights could we take away that maybe on the most difficult, toughest, darkest days, we can bring a bit of light to it, access those Jedi tools to equip and empower us to feel a little bit more on the front foot in what is a rapidly changing decade, in the ever-evolving world of work.
Speaker 2:Yeah, it is, isn't it? And I think we sometimes hear about technology. Is it going to come in and take over our jobs? And you've always been an advocate of how you work well together with it, not against it. And I think, bringing this in now and talking about it, I think it's so relevant right now, even though you were talking about it back in 2016, laura. I think people are beginning to go panic, especially with chat GPT doing everything that it's doing, and I think there's a fear there, and I think people there's a fear there. I think it's how we highlight that human skills are still just as valuable, and not to be fearful of technology, but how do you embrace it? I think so. I know you were at an amazing conference, weren't you, where you picked up some thoughts around it, so give us a bit of a lowdown as to what you've been exploring and what you're finding as well.
Speaker 1:Yeah, sure, okay. So let's take it back a step and think about why have we called this episode what we've called?
Speaker 2:it. Oh yeah, what did we call?
Speaker 1:it. So we've called it the droids keep us moving. Yes, that's right. How to engage teams with tech, Right? So let's just back up as to why there was that topic. So we alluded to it at the tail end of last week's episode, but there I was watching one of the many Star Wars films with my husband, who's an avid, lifelong fan. You know you're talking 45 years or whenever. The first film, came out.
Speaker 1:he's been an avid fan A long long, long time ago, Long time in a galaxy far, far away, far, far away, yeah, and so, in moments where I am allowed to speak, when one of those films is on.
Speaker 1:I sort of just dropped this little kind of aside and I said, oh, the droids are really cute, aren't they? Are they just there to sort of keep us entertained and, you know, make it fun? And he looked at me with a look of abject horror on his face and he said what he said it's all about the droids, they are the one constant. And I sort of went what? And he said yeah, the droids are the constant. It's the droids that enable the storyline to be benchmarked, to work out progress. And when we had a chat about it after, we thought, well, first off, what a lovely excuse to watch more things with Harrison Ford in.
Speaker 2:Well, there is that, absolutely In the spirit of research. Research all the way.
Speaker 1:Yeah, han Solo. And secondly, actually could there be some really quirky but useful insights that we could take when we look at what role technology in our work life progressing? So that's where we kind of thought, actually wouldn't it be cool to look at, well, rather than these technologies for example, ai, automation other aspects that we're seeing wouldn't it be interesting to look at, rather than it being something that is sort of added on that we've now got to compete and we either run towards or away from. If we were to take a bit of a bigger perspective, right from the dawn of humanity, we've invented things to make our lives easier, safer, more productive, and this is just the current version of the droids in our life that we have. But the reason why we have wheels is to take us to places easier and quicker than just by our own feet. The reason why we have the droids or the AI or the automation in our life is to take us places where we want to faster, easier, safer, more enjoyable, whatever the measure is.
Speaker 2:Yeah, and I think the way you're looking at it, laura, I just think it's amazing. So what came out of the conference that you were at that supports some of that stuff?
Speaker 1:Well, I do remember having this kind of little assumption check about sort of eight, nine years ago. My assumption, debs, was everyone who works in IT is proper, open-minded and innovative and creative around use of IT.
Speaker 1:I guess it's a little bit like assuming everyone who works in HR loves people and only wants the best for each individual, so I think it's easy sometimes to make a sum. Well, certainly I didn't realise I'd made assumptions about a whole vertical sector, either an industry in itself or a team within a company that that would be the team that was on the front foot looking for all these new ways and innovations to use tech. Actually, what I've realised like in all departments, people are people and they'll bring in their different biases and their different levels of kind of openness to stuff. So what was a big topic in a very tech oriented conference I was at last week was how do we remove fear and engage people with an open mind into these evolving and, in some instances, very untested tech? Even the techies, potentially, are resistant to these new technologies, and there was some really interesting insights that between us we can sort of share and discuss that we've seen in other industries as well.
Speaker 2:Yeah, that's incredible, isn't it? Because I know you pick up on that fear piece, and I suppose that is sometimes what we do do here. There's a reticence to engage with it, or there's a fear around it, or what if? And all of that, and I suppose, how do we even start to consider selling, in inverted commas, the concept that technology can make your job easier, um, and faster, and it can just get rid of the mundane routine tasks that you've always talked about? Because what is the difference between, I suppose, the logic of the machine because it works logically this is my knowledge of it compared to the human and the emotion that a human will bring? So how do the two come together? Thinking about the work that you've done, how do we make the best of both? There's the logical bit going on, but there's the emotional bit going on as well. And how can we, I suppose, address the fear first that says that's okay, here are the benefits of being able to sell, why we use technology. What's your thoughts?
Speaker 1:Well, I think it's a brilliant set of questions and ones that I think a lot of organisations are wrangling with right now. The two topics of conversation I hear over coffee are weight loss, drugs and injections, right and AI. Okay, they're the two hot topics. Two big hot topics in 2025 is, yeah, weight loss injections, which has completely changed. You know a big industry that's been quite stable for. However, long.
Speaker 2:Yeah, that's true.
Speaker 1:And AI. So these are sort of current hot topics that people might not bring to the formal conversation but they're certainly chatting about in the breaks and I think one of the sort of first things is to look at well, what is I mean, I call it the DNA. I'm sure I've mentioned this numerous times before, but if we can work out what the DNA the do not automate part of every profession and every interaction, and then that means you can then make wise choices about what to offload to a machine. So let's say you are a nurse who is inundated with paperwork, wouldn't it be brilliant if you could have a bit of AI or a bit of automation that unlocked that desk burden of that workload, that freed you up to then go around and have more patient interactions? And often what attracts people to a profession in the first place is the DNA bit.
Speaker 1:So if we think about teams that we know that work in care environments, they went into that care environment because they really enjoy and get a sense of satisfaction from providing care.
Speaker 1:Yes, what they didn't want to do was sit there going through reams of emails on inbox or spending ages trying to respond to stuff that keeps them away from that care. Let's say you're a leader and you really wanted to become a leader to be able to develop and support teams around you, but you're burdened with huge amounts of paperwork to just even have a one-to-one with your team. So I think sometimes being able to in terms of, as you, the question you said about sort of selling it is sort of there's two parts for it. Really. What is the core part of the current role I've got now that we need to make sure we hang on to the do not automate the DNA bits, which tends to be the purpose. That underlines that, yeah. And the second bit then is well, what advantage would it bring to me to offloading some of that dull, dirty, dangerous, repetitive to a machine? That then frees up my time to then do that?
Speaker 2:Yeah, If, if.
Speaker 1:If, when friends ask you how's work at the moment and you say busy, that is your buying signal to say I've got, I've got to look at some. I can't work more hours. I need to change the way in which I'm looking at stuff. And what I've seen then Debs, I'm sure you've seen the same as well is when you get one early adopter in a team saying, well, why don't you just use this? And then people go, oh, and then people can only be what they see. There was a fantastic guy at Heathrow that used to. He did a load of the business apps stuff, the Microsoft app stuff, oh, okay, yeah. And he would just say, how, you know, you've just got to. If people can see it, then they start to believe it. And if they start to believe it, they'll start to then think about ways that they could bring it to life themselves.
Speaker 2:I suppose it's as you say. It's getting that message across, that it's here to support you and, as you said, to take care of the stuff that just a waste of time, or at least time consuming admin, little stuff. Because if they, people, then focus on the real impact they do bring to the business and they can recognize that their human skills are more valuable, can recognise that their human skills are more valuable, how do we even get people to think that way and adopt the use of technology and making it clear, I suppose, that the technology will do the tasks, because it can't replace your four Cs, right? Because it's just not able to do that.
Speaker 2:When we think leadership and empathy and your four Cs which I know you'll go through in a moment, but it's something that we have to consider how do we showcase that human skills are super valuable and we have to promote them and show people a path through using technology to the best of their advantage. So I know you've spoken about this a lot before, but when I first heard you talk about the four Cs, it made so much sense and it just was so simple. Yeah, I think it's something that managers, leaders, teams sometimes forget to go back to the basics in order to have that emotional connection with it. So tell us what the four Cs are again, laura, and how they link in particular to this topic, and working alongside the droids, if you like.
Speaker 1:Well, it was an attempt to put a sort of a fingerprint on what are the unautomatable, the things that are unable to that an AI could sort of do. And it's those moments in a day-to-day or in even year-on-year that are the unscriptable moments. And I describe this now as this is what brings life to a team or life to your working day. It's those meetings where these four C's are present I'll go over in a sec where people aren't clock watching, they're engaged. They're not half listening, half applying to an email, because they're burdened with all of these pings that are coming through. They're in, they're in with that. And so those moments that bring out the four C's creativity, collaboration, curiosity and care by definition they tend to be unscripted conversations that might have a scenic route, but actually they give you a dopamine hit because it feels like you've done something a bit different. And it's those moments of connection. And to answer your question about how does some of that change start to happen, well, I know again, between us we've talked about this quite a bit, but face-to-face time and exposure with other humans is where that transference happens, and there were some key themes that came out of the conference that I had the privilege to facilitate last week, which was around engagement and alignment. So just a couple of notes I took from that is engaging people so if people feel in the know and educated so let's say you're working as a party of one, at home working or somewhere working remotely where do you get your inspiration to think a bit differently? You know, the more efficient you become, the more tunnel visions you can potentially come, and that creative one of those sea sparks is where your brain is forced to oh, I hadn't thought about it in that way because you've been given that external bit of influence.
Speaker 1:So educating co-learning so it's a buzz when you see people learning together and peering over each other's shoulders, going oh, I've never used that tool, how can I use that? So you can see, for example, microsoft Copilot, some of those early adopters in a team starting to rave about it with other teammates, and even the most reluctant Luddite goes maybe I'll start to use it, I'll give it a go, yeah, and then you get to the stage of empowerment. I feel like I'm in the know, rather than this huge growing sense of everyone else is working a different way from me and no troll left behind. If anyone here has seen the film Trolls, just keeping everyone sort of together in on that. So those were some key things that came up from an engagement point of view Educate individually, co-learn together and then collectively. You feel empowered and rather than these droids over there calling the shots, they are there helping remind us about how far we're progressing.
Speaker 2:Yeah, I suppose that means you have to have a level of adaptability and a desire to want to go with that change and evolve and learn quickly, and I suppose it's having a leader, maybe, or a manager that is a great leader, that's able to maybe inspire and guide you into how do you use that. So, based on your experience, what are the people that you've seen? What have they done that enables those people to go? Oh, I'm coming with you, as you said, they've adopted it already and they're going to come with you. What is it about them as leaders and their ability to influence to enable people to feel safe still and overcome any fear?
Speaker 1:Beautiful question. What immediately flashed to mind was the amount of flip charts that last week these leaders in their industry had said we've got to give the whiffing to everyone, the what's in it for me, and that what's in it for me is going to be adjusted, a bit like someone might have five different versions of their CV depending on which role they're going for. That message about, we're going to use this tech, this is the benefit of it and this is the process that we're going to do to sort of roll it out. You might have five different versions of that, depending on whether you're speaking with a CEO who's interested in long-term growth, a department head who is interested in workload reduction, a frontline user who's interested in can I get home on time? And, you know, will it make my day job easier? So that with him, what's in it for me, I think, where I see the emotional intelligence, where someone's clocks ah, people are resistant to this.
Speaker 1:Well, I can't keep just hammering out the same message. If everything looks like a hammer, then I've only got a nail, whatever that expression is. Yeah, I know what you mean. Do I need to adapt it so that people get it? Because the other thing, you see, you know we work across all sorts of different industries the impact that jargon gets in the way of where you know people might be talking about the same thing, but they're just using different words and it potentially gets in the way of someone's ability to understand it. So if I were to boil it all down to one thing around, kind of engaging teams is what's the whiffing? So what is the real benefit to that person? And it could be two things. It could be a far away plan. So I've heard some incredibly charismatic leaders last week talking about the legacy they want to leave to an industry that they're probably retiring from in 10 years time. And equally, there were some newer leaders who were talking about the excitement they have knowing that they're progressing and developing the industry further, okay.
Speaker 2:So it's all linked to growth and ongoing learning and stuff, I suppose, which is what it's about, isn't it, yeah, about, isn't it, yeah? I just want to pick your brains on something else that I think we do really well most of the time as humans is that we can problem solve super quickly. Around the complexity of the problem, we're being faced with the context that sits behind it and I suppose what could be some of the unintended consequences that a machine might miss right. So I think problem solving has always been something that you just instantly come up with a resolution. How is that going to change, do you think? Do you think that's going to get smarter as it learns more, or what? Are we that going to change, do you think? Do you think that's going to get smarter as it learns more, or what? Are we still gonna have to rely on our own skills to do that?
Speaker 1:fascinating one, debs. If I take the world of self-driving cars, yes, I remember hearing at conferences about seven, eight years ago about the challenge that self-driving cars would have is, let's say, for example, we've got a town like Milton Keynes which is based on a grid, so technically that should be quite easy to have fully self-driving cars because it's a grid set out. But a human driver might clock in their peripheral vision. Oh, I can just see someone running along that bridge. That feels a bit different, because as a human we might then be just see a risk that had never happened before to us. That's unprecedented, but it's unusual. We might clock it.
Speaker 1:And then, for example, how would a self-driving car, how would it have the algorithm in place to know and someone's about to drop a brick off that bridge just to cause mayhem.
Speaker 1:Yeah, but of course, once that happens, once then a car will then kind of learn, but you'd probably rather be driven by someone that's able to have a brain that's dynamic enough to be able to spot all of those different things that a sensor might not. If we then take that into the world of work, so one of the fascinating conversations we had last week was you could put into ChatGPT. These are all our flip charts and this is what can you give us like a 30, 60, 90 day plan. But what it wouldn't have been able to infer is and, by the way, there is a backdrop of industrial relations issues and potential unionization which this time, 12 months, in this time, 12 months in this time, 12 months time, might completely change the landscape of it okay so chat, gpt and ai wouldn't have that knowledge because it hasn't listened to the whispers, it hasn't listened to the tacit or the silent info that is getting whispered around, whereas that ability to listen and absorb non-formal communication also then feeds into that intuitive decision making.
Speaker 1:So let's say you're deciding do we grow the team or not? We've got too much work on do we grow the team or not. Well, unless it's been factored somewhere as a bit of written data about industrial relations turning sour, then how would you factor that in, whereas a human would sit there at a table and go, yeah, but what about?
Speaker 1:the recent survey that's come out, so that intuitive decision-making. Now that is going to be a challenge for the logic lovers out there, and that's probably one of the things maybe to consider is, if you're someone that likes pristine, perfect, fully logical info, potentially you might want to get your thinking a little bit messier and a little bit more blurred lines, because it's the blurred lines, that is, your human ability to infer it. My sort of takeaway phrase is if you can worry about it, if you're an overthinker, then consider that a blessing, because it enables you to sort of see the things that aren't written down. And equally, if you are a bit of a messy thinker, but your role is now requiring you to work at strategic level or come up with all sorts of proposals, you can use AI to tidy up your thinking to then enable it to be kind of put in a more formal way.
Speaker 2:Yeah, so it works. I suppose it works hand in hand. So they couldn't have done much without the CP3O and whoever the RTG2 was coming into Star Wars, wasn't it Because they guided and progressed and computed and stuff like that? Yeah, so it just shows you, doesn't it, how far ahead George Lucas was thinking right.
Speaker 1:And if we just join the dots up between the self-driving car link and then the working link is what you've hopefully got is that high-tech, high-touch sweet spot where you have a human driver augmented by amazing sensors and technology to keep them and others safe on the road In the world of work. You've hopefully got a human who is augmented by these amazing sensors and AIs and all of these automation things that enable that human to deliver superhuman work without personal sacrifice. Nice.
Speaker 2:Oh my God, that's a real mic drop moment right there, debs, that is another tattoo. Definitely, I think we might have to expand into t-shirts or something. She's running out of skin.
Speaker 1:I have no skin, but apart from that, that's for your knee, so just to refresh, that is AI and the droids and automation enable us to deliver superhuman performance without the personal sacrifice.
Speaker 2:Yes, Wow, that's the one right there, isn't it Right there? And, on that note, I think I cannot follow that or even have a question from that, because you just blow my mind with that one. But I suppose my call to action in relation to this would be I think it's really, really important to just recognize what's going on and not put your head in the sand and hope it will all go away, because I think you're right, it's not going anywhere soon. And I think, reminding yourself that you have irreplaceable strengths. I think, as a human, you can boost people's confidence, you can react in the moment.
Speaker 2:I think you're upskilling all the time, you're continually learning, and I think that's what's important. If you continue to develop yourself and your skills, you become more resilient, I think, and you also become more wanted in the world of work, and I think just it gives you more meaning meaningful work rather than just being efficient work and I think that would be my call to action is just have an open mind and look at how it can support you, not take over from you, but support you in what you are doing. Yeah, that would be my call to action, because I found a little quote here which I'll share with you, and then you can share your secret. Which technology makes human skills shine even brighter, and recognizing this turns fear into empowerment. How cool is that.
Speaker 1:So ai is our lightsaber, oh, like that, like that. So I'm going to expand on my share the secret a little bit, because there was one other little bit that I thought you might like just to sort of bring bring a bit of life to this world of droids, ai and technologies in our work. So, um, that was two, two of the key themes that emerged from last week where I was at. So engage, so, um, educate, co-learn and empower people was probably able to sum that up, yeah. And then the other bit was around alignment and, in particularly, around etiquette, and you know, I like to look for sort of funny ways to bring things to life and I basically I think I did a bit of an etiquette incursion. Is that the right word? Is that a good thing or a bad thing? Well, basically, I was running this session last week and I just sort of it was online and I just had my Fathom AI note-taking tool just there.
Speaker 1:And I sort of said to everyone hi, everyone, welcome. I hope it's okay with everyone, but I'm going to use this bit of Fathom AI because it's my new toy and then I just sort of basically blurted through and then didn't let anyone have a chance to object.
Speaker 2:You're getting it anyway, everyone.
Speaker 1:Getting it anyway, yeah, and then it sort of emailed out this transcript to everyone instantly after and I thought, oh, okay, right. And then I thought I think there probably needs to be a bit of an etiquette around this. And then we had that fab conversation with our colleague, lex, who was talking about how she'd been at a conference talking about AI ethics policies is going to become kind of really real. And just from a very practical point about etiquette, and I was thinking, is this like walking into someone's house and establishing, first of all, is this a shoes off or a shoes on household? Yeah, okay, good point. So before we come trampling into each other's spaces so let's say you and I were going to have a meeting Before I come trampling in with my shoes on my AI actually, is that part of this new world etiquette of? Is this cameras on, cameras off, which we hear people talking quite a bit?
Speaker 1:Is this an AI in or is it an AI out of the room? And I think this is potentially going to be an additional layer of etiquette about how we use our AI. So if someone's sitting there in your lounge and they just suddenly spark up a cigarette, you go what the hell?
Speaker 2:Yeah, exactly, Maybe in the 80s that might have been a bit less eye raising, but not now no in a lot of circles.
Speaker 1:That would be what if someone just started smoking in an office? It would be completely seen as a no-no In someone's work. You know if they're in their home place. You know shoes on or shoes off. It's just one of those etiquettes that you're trained and maybe this is a new etiquette we need to get our heads around. Is it okay if I bring my fathom, my AI, bring my AI friend, my AI friend? And of course, there's many organizations now that have got co-pilot. So it's just an established shared etiquette.
Speaker 1:But that was a conversation I was having with a really senior guy who they necessarily wouldn't want my AI listening in because they're sharing, potentially, trade secrets and although we might have individually signed an NDA and we feel comfortable, you know, they feel trust with us just having that AI sort of lurking in. So there was a bit about etiquette, a bit about ethics. So at what point does the human make the kill decision versus the AI? So wherever those pivotal moments in your profession where it's super important that you have final say so what are we prepared to delegate to the machine? What's the right thing to delegate?
Speaker 1:And then the alignment bit. What came out actually was how play our cards right. This just really is the talent unlocker. So if you've got someone who's always felt, you know, not smart enough to get involved in writing reports because they are dyslexic, how fantastic that you've got a bit of content writing tool that can help level everyone up. So I think that was one of the things that sort of came out of alignment with using the three E's etiquette ethics and everyone benefiting from it, not just the chosen few, oh nice.
Speaker 2:So E.
Speaker 1:Is that your droid in pain? Impression?
Speaker 2:That was my droid in pain going E. My celebratory droid going E. Oh my God, this has been fascinating actually, laura. So I know you've shared the three E's, but thinking about one thing that you would suggest people consider. What would that one thing consider would be from you.
Speaker 1:My consider would be what if, right from the dawn of time, technology was there side by side with us and, like the droids in Star Wars, they're not an add-on there to compete with right from the start, since the moment we made our first axe and our first cutting implement right from the start. To be human is to invent technologies and, rather than getting all kind of caught up in the hysteria of it, just to take a deep breath and think how do we then use this moving forward, and actually, what can we learn from the droids about what it means to be human? What does our use and our uptake of AI tell us about what it means to be human? And, on the whole, people just want to do a good job, have the best life that they can and, to you know, minimise those day-to-day hassles so you can crack on with, you know, the things that you want. So I know, as a coach, dev, that's one of the first questions you ever ask anyone what do you want? What do you want? Yeah, and then that's what I think is the beauty about it all, because if actually a clear to-do list, a sense of progressing forward more hours in the day to be able to do what you want to do, hours in the day, to be able to do what you want to do, then you know we've, we've got some tech that we're growing, yeah, and influencing that is going to enable us to do that. Yeah, very true, or, debs? We're listening to this on our wind-up radios in 2035, in the shelters, as the sentient weapon enabled, soldiers have taken over who knows?
Speaker 2:who knows? Yeah, let's hope that's not true, but who knows? Yeah, hopefully we learn something from those films that take us to that. What if? Scenario? And hopefully you go wow, that could happen, but we're sensible enough to not enable it to happen.
Speaker 1:Maybe yeah, absolutely, and so my share. The secret would be get a sensible friend or a non-sensible friend to have a listen to this and get their thoughts on actually, what does it mean to use? Ai well, how do we partner with the droids in our life so we have a really good, really, really, really productive time.
Speaker 2:Oh my God, this has been I've loved this Very enlightening and getting used to think differently about it and, yeah, and embracing it. I love this, Laura. So, and I'm looking forward to continuing on our series with this theme in mind as we go through. So it's been a really good one. We've got a guest, I think next week as well, hopefully.
Speaker 1:I know, which will be good. I can't wait. So we had Carl last week with you accessing your inner Yoda for powerful presence. We've been focusing today on the droids.
Speaker 2:Keep us moving engaging teams with new tech.
Speaker 1:Yeah and oh, there's three more yes. And engaging teams with new tech yeah and oh, there's three more yes Episodes that we've got. That means it's a valid excuse to keep looking at photos of Han Solo, which is the force is in you keeping self-belief through workplace lows. Oh my God, I can't wait for that That'd be brilliant, won't it?
Speaker 2:But in the meantime, be safe, enjoy and be enlightened. Laura.
Speaker 1:Yeah, the force is in you. And the force, what's that? No, I'm at one with the force. What is it? What's the phrase? I'm at one with the force and the force is with you. I think that's right.
Speaker 2:Something like that. We'll find it. We'll find it next time, I'll tell you what us humans?
Speaker 1:oh, there's no way we're going to get Google that one, dez, I can't remember.
Speaker 2:Yeah, what is that one? I'll just look it up, Laura, quickly. We'll be on it. Next week We'll have another quote for you? Yes, yeah, or if you feel like sharing your favourite Star Wars quotes with us. Please feel free to send them on to us and we'll use them. So love that Absolutely.
Speaker 1:Oh well, have a. We hope you've enjoyed this podcast. 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.