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Secrets From a Coach - Debbie Green & Laura Thomson's Podcast
Secrets From a Coach - Debbie Green & Laura Thomson's Podcast
244. Friendships Create Employee Engagement
Do you have a work BFF? In this first episode of our 4-part Friendships at Work series, we dig into the surprisingly powerful impact of having friends on the job — and why it’s about more than just sharing a coffee or a lunchtime laugh. Think about any big life event — a wedding, a milestone birthday — and chances are, a current or former colleague is on the guest list. Rather than a nice to have, we explore why friendships are a need to have for sustaining engagement, well-being, and long-term success at work — recognising that friendships come in all shapes, sizes, and strengths.
Backed by Gallup’s landmark research, we unpack how having a best friend at work (Q10 on their famous Q12 survey) correlates directly with higher engagement, lower turnover, safer workplaces, and greater profitability. From fewer accidents to stronger morale and better customer service, it turns out that being friendly pays off — both in short-term outcomes and those career-long magic moments we treasure, especially when we collect lifelong friends among our ex-colleagues.
We share real-world stories where workplace friendships have helped teams thrive — and explore the cultural barriers that can get in the way. It’s not about forcing connection, but about fostering an environment where genuine, trusting relationships can naturally flourish.
Full of practical insights, coaching takeaways, and our signature reflections on the secret to being more human at work; this is a useful listen for anyone looking to lift team morale, build a stronger culture, or lead with a more connected mindset.
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, are you all right?
Speaker 2:Yeah, I'm doing well, good week.
Speaker 1:Good week I've had some really lovely interactions with brand new, fresh people, nice, and I think, as I said to you, I sort of left that facilitator festival. I went on a couple of weeks ago SoFest feeling like I'd met a hundred new best friends, yeah, which is what happens when you're sharing a tent with each other, and it was yeah, it was really invigorating, that sort of turning a field of people from strangers into a sense of sort of friendship and camaraderie. And, as it happened, our focus for this next four part series was going to be looking at this concept of friendships at work and, rather than it being a nice to have and something to be a little bit kind of sheepish about, you know, being friends behind the scenes, actually what is becoming quite apparent is friendships are a need to have at work and hopefully we're going to take four slightly different perspectives which looks at how you can create that sense of friendship for great working relationships.
Speaker 2:Yeah, definitely. I think it's really important because it does make the biggest difference to how people feel. It's not just about the tasks, it's about the people that you surround yourself with, and I know you're going to share the stats around. You know, when you have a friend at work, feel like you matter and we talk a lot about. You know, do you matter in this team? And that part of being a friend I think is super important, because it just shows that people care and that makes showing up feel meaningful really. So I think it's a big thing to consider as we're sort of heading into the next part of this decade, as you always like to call it, and I think it enables us to have that sense of belonging and what's important to us as well.
Speaker 1:Yeah, let's have a look at a bit of a sort of a rapid roundup view from a stats sort of point of view. For those of us who like to sort of have a bit of Bit of data, bit of data sort of behind this, but just from my own sort of personal perspective, if you have got a full on role in that moment and you've got a lot of heavy lifting, much easier to be working with a sense of camaraderie with people that you enjoy spending time with than people for whom the only reason you can bear to work with them is because you're getting paid for it. It's sort of double the job that's there, and I think our team is an absolute testament to that. When you enjoy each other's company, whether you started off as friends or whether you became friends through that sort of, you know, through working together it just makes work a lot easier. So let's have a look from a stats point of view. Yep, so Gallup is probably one of the world's go-to sources of employee engagement data.
Speaker 1:So the Gallup polls have been going for a number of years and there's this Q12 survey that they do and I wasn't particularly familiar with this, debs, until I did a piece of work with one of our clients last year. That was all around line managers' involvement in engagement, and you don't have to Google too far for the Gallup stuff to sort of come right up to the surface. And they've got this Q12, these 12 questions that they ask as part of an annual or a quarterly or a monthly engagement survey. And these 12 questions look at the 12 different aspects that create a sense of engagement. Aspects that create a sense of engagement, so someone being engaged in their role, and one of the concepts they subscribe to is these three key elements that create engagement the head, the hands, the heart.
Speaker 1:So head, cognitively, where is my attention at so a phrase? It would be at my work. I feel bursting with energy and vigour. The hand, so, physically, the ways in which we work together, is there a sense of strong connection and bonding with colleagues? And then the heart so do I feel connected with my role and the way that I sort of summarised it is I'm in.
Speaker 1:So if someone is engaged in their role, has a sense of belonging in their team, their organisation, then I'm in. What that then gives you is a stronger, safer, more resilient workforce. So some of the stats that sort of come out is a sense of high belonging. So when people report feeling a sense of belonging, they tend to have a 56% higher level of overall job performance, a 50% drop in turnover risk and a 75% reduction in sick days. So you're far more likely to haul yourself out of bed on a Monday morning when you're looking forward to seeing those people on a catch-up call or meeting. If you're dreading it because you feel like no one likes you and you don't like them, then that's triple the job that you've got kind of in that moment.
Speaker 2:Yeah, those stats. When you look at that, though, laura, that's like wow. But I think it makes sense to how do you engage with people, how do you enable them to feel part of your team? Because, as you said, it's a strategic advantage as well. At the end of the day, right, as well as you know, increased engagement, great productivity is going on out there and it doesn't feel like it's hard work, and that trust is there.
Speaker 2:And you know we talk a lot about you know, being able to communicate well and collaborate well as well, and that ability to, yeah, say what you think, communicate in a way that holds people safe and still keeps that connection, which you said as well. I think is really important in that. And when you look at those stats about retention, that's a no brainer, surely. We know people leave their bosses rather than their jobs per se, but if the environment that they're in is also not a friendly one, they're going to leave that as well, aren't they? Until they find one where they feel supported and and wanted and that they matter. So I think, why would you not have good friends at work? You know you have to work with people and be a friend at the same time by, I suppose, understanding, um, having you know, feeling that you can contribute to something and you're not like just left out in the cold because that's the worst place to be. Oh, it is.
Speaker 1:But also, debs, just from a very serious perspective. You know we've all worked in our teams in some safety critical operational environments, and how do you create an environment where there is that sense of watching each other's back? Yeah, because if you feel a kinship, a connection with the people which you work with, you're far more likely to protect a co-worker. So you're far more likely to think oh actually, debs, you know, actually that looks like it's going to be bad for your back. Let's do it a different way. Yeah, whereas if you're just a random payroll number person that happens just to be there next in line, then I might feel less confident to sort of step in and maybe sort of challenge your unsafe behavior in that moment.
Speaker 1:So there's a massive difference between, in fact, 64% that's what Gallup have found is that companies with low levels of worker engagement experience a 64% increase in safety issues compared with highly engaged. And the direct link between that and friendships was it blew my mind when I saw that question 10 of these 12 questions that Gallup's ask, which they see are the 12 elements that lead to a workforce being engaged. Question number 10 is the question I have a best friend at work? Yeah, okay, and they have seen an absolute statistical link all around the world. It's so robust their data because they've been doing it for years and they've got hundreds and hundreds, hundreds of thousands of data points.
Speaker 1:When someone says, yes, I have a best friend at work, someone I feel like I can just have a really close relationship with you, are far more likely to have a sense of engagement in your work, and then all this good stuff then comes out. So rather than, as I said, friendship at work being a nice to have, statistically they can see if someone feels like they're connected to someone else, then you're far more likely to want to deliver your best work. But of course, what we see now, this side of the pandemic where hybrid working is much more prevalent, is those opportunities. To create friendships and friendly connections is maybe a bit trickier than it was 10, 20 years ago.
Speaker 2:Yeah, should we have a moment to think about how do we start to build new relationships in the workplace and become friends? Should we look at that in a moment, lor? So, lor, what's your tip that you would give to someone about making a friend at work?
Speaker 1:I mean, what a brilliant question to ask. I think actually a lot of it links to individual differences and just even looking at that introvert, extrovert are you a touchy-feely person? Are you someone that likes a bit more distance? So probably my advice I would give to my younger self is bounding over to people and giving them a great big bear hug the first time you see them in person. Having had a few Teams calls might work for people who are exactly the same as you, but those are few and far between and they might not be the friends that are going to be most sort of valuable.
Speaker 1:So I think this is where mirroring is a really useful practical tool, and we've heard it on so many of our podcasts recently. However, someone describes themselves or the language that they use. Listen out, mirror that, and then it just makes life just a little bit more frictionless. And I think the same with making friends is just to sort of observe and disclose a little bit, but just also evolve it as you go.
Speaker 1:So if someone swears or not, if someone has quite a casual way of working or quite a formal way of working, sometimes I've found in my personal life and my professional life the joy from when you strike up a friendship with someone with whom you might normally have been, might not have been connected to each other in your personal life, but because work forces you to work alongside people you wouldn't choose socially. Actually, that's where, I think, some of my working friendships. We might not have chosen each other outside work, but we have fantastic working relationships which have become friendships as a result of working people that are different from you. And if you want to be friends with someone that's different from you, you might just need to adjust your typical way of working with people. So I think, observe, mirror them and also actively seek choosing friends at work with who maybe are different from who you would normally connect with Otherwise. You're just in an echo chamber?
Speaker 2:Yeah, you are, and I think it takes a bit of courage really, because sometimes we get to work with people, as you know, that are new into their place of work or joining a brand new team and that sort of nervousness that can come with it as to go, what if I'm not liked? I mean, we always go, yeah, but what if you are? And it's that ability, I think, to think around, how can you be intentional in how you might approach to build those genuine friendships? And I know, because going on to your not running across the room and hugging everybody, there's that bit around being friendly, not forceful, I suppose, and I think, just the basic of hello and smiling, and you know, whether it's in person or on a call, I just, I sometimes sit on various calls and everybody's just stony faced or they're looking down at something and nobody is making that eye contact that you would normally do, or even hi everyone, you know speaking just just to break the ice, and that always makes me think, oh my god, they're waiting for somebody and I'm one of those that would just go yeah, let's smile and be approachable and chat before we have to start properly. But I think it's being open and consistent in the way that you're being and genuinely showing an interest in somebody.
Speaker 2:Like you said, you might not have come across them outside of your space of work, but the fact that you find maybe some common ground and you know being in the workplace is common ground, so it's a good starter for 10. So you know what? What is the common ground? You know what do you both love or what have you got an interest in, and and not being afraid to ask those questions, so, taking the initiative, you can just say you know, do you fancy a coffee? You know, go, or do you want to tell I'm going to make some tea. Would you like me to bring you a cup back? And even if you get oh, no, no, it's okay, I'll get myself the fact you've made contact with that person shows that you are a friendly person and I think that's what people are looking for that somebody is bothered.
Speaker 1:That's a really interesting point you raised about actually the fact you're working together. Is that shared interest? I watched with joy at the weekend where my stepson has recently got into Warhammer.
Speaker 1:Right All those things with those little miniature gaming things. I don't understand it at all. But the what is just a door opener is? It enables two 13-year-olds to sit there around a table. They don't have to go through all the embarrassing bit of who are you, are you cool, are you not? They just immediately sort of went hi and then eyes down on the table and four hours later they're only a quarter of the way through this thing.
Speaker 1:But actually I think sometimes a little bit like some of the best chats I've had in my world of work have been where you're car sharing together, you're staring out of the window together, you're not opposite each other over a coffee and it all feeling a bit like a date. You're sort of looking out of the window together, chatting side by side, or you're working side by side on a document, or you're working through the screen together. So actually I think that's great. What you were saying is if actually what connects us is our work, let's look for opportunities to work together. And then it takes the heat off having to like each other at the end of the first meeting to then be able to collaborate.
Speaker 1:Collaborate first, and then you start liking each other Exactly Because you're making it purposeful, the amount of people that roll their eyes when you say we're going to do an icebreaker, here we go again, but when you actually do it with a bit of purpose. So what three words would you use to describe your year so far? It cuts through all of that weirdness and awkwardness of having to describe yourself and it puts a collective focus on what are we here to do and then through that process, you learn as a byproduct. So I think that's a great point you said about actually, if it's the work that connects us, look for opportunities to work together.
Speaker 2:Yeah, definitely, because I think it goes beyond the policies and the mission statements and who's who. I think it is that about the belonging, and if that is your start of a term, whether you're, you know you're not forceful but you're also not always the person that speaks first, that is a good you know opener. What have you? You know what do you find to challenge or what have you loved about what you've done this week? You know anything can be like, given in and as a question for people, because it becomes like then, your lived experience. And you know that's what's really important, because we're all in it together, in effect, because we're all aiming for the same thing but we're just doing it slightly differently depending on who we are. So I think, as you said, they're not just a nice to have. You know we said at the beginning they really are important to strengthen collaboration and you know, turning everyday jobs into, you know, meaningful interactions that make a difference and making sure we have that space to connect with people on that level so that, yeah, we do build friendships, whether we're new into that team or organization. Or you know we just haven't seen somebody for a while because that team don't normally come in on a Thursday and suddenly they're in and it's like, oh my God, I haven't seen somebody for a while, because that team don't normally come in on a Thursday and suddenly they're in and it's like, oh my God, I haven't seen you.
Speaker 2:Chat, chat, chat, chat, chat. And that's why I think you have to allow space to have those great conversations, especially if you're going back into the world of work. We sort of encourage people to look at their what we call their white spaces in their diaries to go. Are you just having back to back-back-to-back-to-back meetings and no white space where you've got just time to chat or you've filled your day? Well, you might as well fill your day from being at home, but if you're coming into the office, how do you make time to have those white spaces in your diary that enable you to just wander or make a cup of tea or say hello to the person you haven't seen? I think that's what makes the biggest difference. So you have to be smarter sometimes about how you're going to use your time when you're in work to connect better.
Speaker 1:Yeah, and I know in a moment we're going to sort of look at enablers and barriers to sort of a practical sort of point of view.
Speaker 1:But I was just thinking when you were talking about how the number of hen do's. I've been to right and these are sort of second time marriages and the hens are. There might be a couple of school people that have been kept on to over the years, but the majority of any middle-aged person's hen do I've been on or whatever it might sort of might be has got some work, work, friendships, yeah, at this job there or we work together there, and so actually it might not even be at the point in when you are working with each other, but keeping in contact, having catch ups, actually there's a deep sense of that shared experience that you've had working on, you know, during a recession or through a particular challenging sort of bit of work that you were both sort of on, and so, yeah, it's just quite interesting how, where your work family, actually, if you keep in contact, those are the people then that you know can actually then be useful mentors and confidants when you've left that place and you go to a new place.
Speaker 1:So, that white space is, then who might be on your invite list when you have some key personal life moments as well?
Speaker 2:Yeah, definitely, and I think that builds into creating that better culture really, because, especially if you're going at it from curiosity over judgment, so even if you haven't seen somebody for a while, if you go in like, oh well, I haven't seen them for a while, don't really care what they've been up to, well, that's not going to work.
Speaker 2:So, but have that curiosity to find out and, you know, be curious about people, which is what we always say I think is important and I don't think it goes. You know it goes a long way when you are actively listening to what people are saying as well and you know, having that ability to be kind to people because we don't know what's going on, but also, I suppose, making sure we've got our boundaries in place, as well as to what we will share, what we won't share, whether we're new or long in the game, it's making sure that also, I think that we follow up on stuff. So, like you said, you might meet them every now and again, but you were friends 20 odd years ago, but it's catching up, but it feels like you haven't not not been together, which I think is part of you know who you are as you show up, but also having that curiosity to explore more about. Well, what have you been up to since I last saw you?
Speaker 1:you know, start that conversation, because then it will just flow, and that's what friendship is all about yeah, and I think if you are looking to change roles or you're out there for whatever reason on the job market, the perception I've had from a number of close people in my life at the moment who are job seeking or who've just got a role, it's not the easiest of job markets at the moment.
Speaker 2:No, it's hard.
Speaker 1:And depending on what sector you're in, you know it might be easier or sort of tougher than others. And that again is where old work friends can be a huge source of confidence and reassurance and practically from a networking point of view as well. Yeah, so you know, if a friend says to you oh actually, where, where, where, where I work, I think I think we're going to be putting some some jobs out there and you know you might not be able to skip through any recruitment process, but at least you've got a heads up as to what might be sort of valued or what might be useful. So I think it's not about using people, but actually friendships at work can be really useful as well. What's the phrase you always say, deb? It makes me crack up. You said you can be friendly with people at work. You don't have to live with them.
Speaker 2:Yeah, you don't have to live them or love with them, you just have to be friendly with them and work with them well, yeah, which I think leaves beautifully into uh, we thought it would be good to have a sort of practical look at what are some enablers and barriers to creating good friendships at work.
Speaker 1:Debs, I know you always have to be confidential, of course, because you are as qualified as it can be in terms of the world of coaching, but I'm just intrigued because I bet you've had some conversations with people over the years. What impact can it have if friendships at work sour? I mean, how relevant is this? In some of you know, you coach some of the highest level execs and people that have got some really interesting perspectives. How relevant is this in the coaching space? Friendships when it goes bad, when it goes right.
Speaker 2:Yeah, that's such a good question. So when it goes bad, it can leave a very nasty taste in that individual's world life, the way they talk about it, and part of what we do is question them around it and what sits behind that. What is it? And sometimes it comes out that you know, I just wanted to be liked and they just didn't like me and it's like, wow, where's that come from? And you start to have to think about you know, what does that mean for you in order to be liked? What is driving that behaviour within you? Because that can turn people off or turn people on, depending. So, having that space to just explore what's going on for you right now, what's shifted, what's changed, what has happened, because sometimes friends get promoted above friends and that can always be a tricky situation as well.
Speaker 1:That's a big one, so there we are in. June and I'm going, debs, look honestly whether it's you whether it's me nothing's going to get in the way of our friendship. Cut to September, when you don't authorise my leave.
Speaker 2:Yeah, bloody hell, I thought you were my friend, yeah, and so it's really an interesting one for people to then reset the boundaries. So if that is the case and we do see that a lot it's like, okay, don't assume, the friendship will continue as it did before. You have to have a conversation comes back to communication, right as to redefining what that now looks like to avoid that toxicity that can breathe into it. So that's on the not so good side. On the sides where people have made really good friends at work, even though they've scattered across an organization, they are trusted allies. So they have what we call who is your friend at work, and it could be somebody that you haven't worked with for years, but they're still there and you can just pick up the phone to them and say, look, you trust them implicitly. To just go blah. This is what's happening for me right now.
Speaker 2:So to know that you have got somebody out there that's an ally for you, it can be super empowering as well, and it's not like, well, I'm just going to keep taking, taking like that filling up or just taking out from the emotional bank account.
Speaker 2:It's just this unwritten knowing that you've got that person that you can just reach out to and that is worth its weight in gold, because you may join a team and not know anybody very well, but you know you've still got friends scattered across the organization that you can just tap into to either build your confidence back up or how have they dealt with something? So it just uses it as a soundboard and they're the best relationships to have. And when people are coming for coaching and you ask them to say who's in their network, they can actually start to identify people, that different people will offer them different things. But once you've done the work around that, you can have a really clear plan that says okay, so if I get stuck here, I know I can go and ask somebody over here that I worked with four years ago because they're still doing it, so that networking is still really important.
Speaker 1:My husband's just started a new job, as you know, and what's been brilliant is to hear how they are an organisation that are really well known for having some great engagement levels, and that retakes a little bit of planning.
Speaker 1:So not only is there a lot of come on, come into the office, which you want to do anyway, come into the office rather than just being at home for the first three weeks, sort of logging onto a Teams call and, you know, just knowing everyone by their name and surname because it was all there on the screen, but also being allocated a mentor right from the start. So that was someone in a different part of the organisation who has, you know, is able to just give them a bit of a hotline as to who to go if you need this, what's okay to charge expenses and just all that stuff that you don't keep wanting to bug your new line manager with. And that's what we're seeing a lot around the place is actually the importance of connecting people right from the start so you're not just left adrift. So that's in sort of the large organisations, and I think what I was reflecting on when you were talking about when sort of friendships fall a bit sour is in small startups.
Speaker 1:Yes, boy, is that important? That's yeah. If two best friends have said come on, let's do it. This is the year we're going to set up a thing, you better hope, as you start bringing more people in, that the two, the parents of the company, are still communicating, because the impact that can have when you start to get sides being taken and it requires you know a bit of rigor to sort of keep that yeah, it does.
Speaker 2:And it takes a lot of emotional maturity as well, I think, to recognize that. Because, ultimately, even if you are, you know, starting up or whatever you're doing, you're still there for a purpose. So that constant reminder, even though you've lived and breathed, it can be what are we actually here to do? And that can be the boundaries that we set around. How do we call it out if we're not seeing that?
Speaker 2:Because that keeps the friendship, because you both know, or people know, or the new team know, even if it's small, that that's how we work around here and you know, this is how we welcome ideas, and so the values are still instilled, but they may need, you know, repeating, because as new people join, that might shift, and don't assume that everybody will understand. You know what those are or what they look like. So, yeah, that's a really interesting one to have that. How do you have that level of emotional maturity around it that creates a place where it's a safe space to still work and it's okay and we're not going to be falling out over stuff? And then normally the simplest things that get overlooked in that relationship where you have to redefine what the boundaries are, what we will accept, what we won't accept how things have evolved or shifted, and I think that's the bit of that being sensible, being good, decent humans to have a conversation in the first place.
Speaker 1:To then enable the lightness and the fun bits and just the flow, because you haven't got this kind of little seed of you know how are we feeling? Sort of around each other.
Speaker 1:So, yeah, I was so looking forward to doing this four part series because it also, I think, fitted really nicely after our previous month's focus on pride and bringing everyday pride values to life, and I just think there's such a clear link between hearing from people that might be from a different community from yourself and what that means to be able to work well with each other. Yeah, and then actually the focus on this is is friendships at work isn't a accidental byproduct to sort of keep quiet from the boss. That's a nice to have.
Speaker 1:Actually it's a need to have yeah, and if you have some influence, so being able to design some activities um, you can't force this stuff, as you said, but creating opportunities for people to be able to have friendly exchanges, and it doesn't have to be some really interrogatory icebreakers, it could just be co-working together. That actually creates that sense of people liking each other. And the thing I think that's really great about work is if you've got a busy life, then sometimes it's tricky to plan in a social life as well, and I think what work forces you to do is it refreshes your radar of the people that you're working with and who you work with, and you never know someone that you might never have struck up. Conversation in your personal life actually becomes a really important member of your network as the years go on, because you met each other at work and you immediately had that sense of connection because of that.
Speaker 2:Yeah, it's so important. And I think, when we look about that, I suppose thinking about my call to action would be yeah, listen, be curious. More than one call to action Listen, well, be curious. And I think, have the courage to care about people. That would be mine. It's what you bring every day and I think how you're being is super important. So be mindful of how am I being today and am I being curious, and am I asking questions, and am I noticing that somebody is a bit like, oh, not quite sure what to do, especially if they're new into the team? Be the one to have the courage to go and care for them and go hi, you're probably a bit lost, but this is how this is this, this is that. Be that person is what I would say, rather than watch somebody struggle or feel uncomfortable. That's a horrible space to be. So, yeah, be mindful, love that.
Speaker 1:My share. The secret would be if you've got a friend in your life who has any level of influence over onboarding, inducting, recruiting new people into an organisation micro, large or small then get them to listen to this. If they need a few stats up their sleeve to then be able to maybe challenge an existing norm at the moment of just make sure they've got a laptop and let them run with it into actually, let's nurture that person, create a ready-made network that they can tap into at a way that feels appropriate to them, and that's where sometimes a couple of stats can just then help.
Speaker 1:You know, even if it's knowing that there's a 64% increased likelihood of unsafe risk-taking behaviour in a workplace where people don't feel engaged, and linking back to Q12, the Gallup survey question 10, answering yes to I have a best friend at work is going to really up the chances of people feeling engaged and like a sense of belonging.
Speaker 1:So those couple of things alone just enable you to be able to share that secret. Because, yeah, you know, just sometimes sharing this info can just make it a little bit easier to fight for a bit more resource or a bit more time.
Speaker 2:Yeah, definitely, I love that. I love that. It's all about friends, isn't it? And going from there Friends, friends, work friends. I've got my friends, I'm okay, I belong somewhere. That's what matters. Somebody likes me, somebody likes me, somebody likes me, yeah.
Speaker 1:So next week, go on, I'll tell you what would be a controversial one. My naughty little brain just clicked it. Imagine if we did an episode about affairs at work.
Speaker 2:Oh my goodness, oh my.
Speaker 1:God, maybe that's a late night version. We do so what about when friends become two friends.
Speaker 2:Yeah, that would not be a great one to do, yeah.
Speaker 1:Oh my.
Speaker 2:God. Yes, blimey, that's a late night.
Speaker 1:Yeah, it is. I'd love for me to fly on the wall in some of your coaching conversations, where that is. I know you're very good. It's all in the vault.
Speaker 2:Oh, it's definitely that definitely is all in the vault for sure the vault. Oh, it's definitely. That definitely is all in the vault for sure.
Speaker 1:Yes, so I'm really looking forward to our focus next week, because we're going to have a guest.
Speaker 1:We are, yes, a new friend yes, we got a new friend yeah, so we're going to be hearing from um, a lovely human called carl allcoat. Yes, and um he's going to give to give us a perspective on what does that mean to create a sense of community and find your people, potentially for people that need to do it in a slightly different way. So, whether that is from an LGBTQIA plus perspective or for a neurodivergence perspective, what does that mean? Like with your call to action to be mindful, because not everyone sees it the same way as you do?
Speaker 1:And that's the reason why we have friends to keep our kind of perspective, nice and juicy, so we're looking forward to that. Debs, cool, have a good friendly week Laura. You too, debs, don't be having any affairs.
Speaker 2:Definitely not. Keep those boundaries pristine For sure. Have a good one, you too Love you Bye.
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