281. Locking In: 1-1 Presence in the Attention Economy

In a world of constant notifications, endless scrolling and AI-generated everything… what makes someone truly stand out?

In this episode, we kick off our Powerful Presence mini-series by exploring what it really means to 'lock in' -  to be fully present, intentional and impactful in the moments that matter.

We explore why presence isn’t about being the loudest voice in the room, but about the energy you bring and the space you create for others. In today’s attention economy, your ability to connect, engage and leave a positive emotional imprint is your real differentiator.

We introduce the simple but powerful 3–30-3 rule, how the first 3 seconds, 30 seconds and 3 minutes of any interaction shape how you’re experienced and share practical ways to show up with clarity, confidence and purpose.

We also explore:

• The difference between confidence and arrogance
• Why “service over duty” transforms how you show up at work
• How small moments (like using someone’s name) build instant connection
• The question every leader should ask: What do I want people to feel because I showed up?

A grounded, energising listen for anyone who wants to cut through the noise and be remembered for the right reasons. To light up the room on the way in (rather than the way out).

Transcript

SPEAKER_00 0:03

Debs. Law, you're right. Yeah, I'm doing well.

SPEAKER_01 0:08

Yeah. But look, I haven't seen you for ages. Or spoken to you. It's been like ships that pass in the night.

SPEAKER_00 0:14

It's ships that pass in the night, planets circling in different orbits. Literally. But do you know what, Debs? All it sometimes takes is 60 seconds just to reconnect, reset, regain that sense of, oh, okay, yep, cool. I know where you've been and your energy, you know where I've been and my energy. And then you can kind of crack on and be productive because it's those moments of impact that either make it or break it in terms of those great working relationships.

SPEAKER_01 0:46

Yeah, I think you're right. And I think it's um that ability to recognise how you're going to show up and what feelings you want to leave people with as a result of you being in the room or having a conversation with them. Um, and it's that it's not the kind that is really loud and performative or anything like that. I think it's more the bill around how people feel because of you. Um, because I think right here, right now, it's not just what you say, it's the energy you bring and the space that you create and also the impact you leave behind. Um, because sometimes, you know, whether it's on Zoom, Teams, Virtual, whatever, you're always going to leave an imprint on somebody. So if you're not aware of whether you light the room up when you walk in or walk out, then maybe this is for you.

SPEAKER_00 1:38

Oh, I love it whenever you land that bit, or I borrow it and land saying, Oh, yeah, you know, my colleague Debs has got this brilliant line. Are you the type of person that lights up the room on the way in or the way out?

SPEAKER_01 1:50

Yes. And it just takes a moment for that to sink in, doesn't it? And then people go, Oh, yes.

Presence In The Attention Economy

SPEAKER_00 1:58

I love it. Oh, it's it's it's brilliant. And of course, um, that's a perfect start um to uh enter into our latest four-part focus, looking at powerful presence. And this particular one, we're gonna be looking at what does it mean to make a great or positive impact and intent? And if we just kind of set the scene, why is this so important right now? Well, at the time of recording, the AI conversation has never been louder, and I'm sure it's gonna get kind of more and more on our kind of radar. And so if we have the world's information at our fingertips that we can dial up onto our screens, what does it mean when you are making the choice which meetings do I attend? Who are the people I give my full attention to? So if we're operating in what's called the attention economy, I can be in three different places at once because I can just get some listening devices that can tell me logically what was said. What does it actually mean to create those moments of connection where there's that powerful presence where you're sitting there either online or in person thinking, I am fully here, I'm locked in and I'm engaged in this moment.

Quiet Power And Smart Questions

SPEAKER_01 3:12

Yeah, I'll I'll I'm with you because I think it you know it's not about your job title necessarily or how loud you're how much you say. I think it is really about the um who are you, who you are, um what you say, but how you show up. And and that is then people start to trust you, people start to listen, and then people feel you, and that's where that connection is made, really. So um, yeah, but Law, I've got a couple of questions I wanted to ask you because I know you love a question from me. So are you up for the first question? Because I think shape it, born ready. So, Laura, when you hear the phrase powerful presence, what does that mean to you and what does it not mean to you?

SPEAKER_00 3:56

Okay, well, without being too overly dramatic about it, when I think about powerful presence, it's those moments where you see someone just in their element, so involved and engaged in the information they are sharing that they've lost that level of self-consciousness. So they're mindful of the impact they're having on others, but they're not overly worrying about whether they've said the right word or not. And I don't mean about just kind of blurting stuff out, but when you see someone who has got powerful presence, it's because you can just see they're operating on purpose. Yeah, they're saying information, they're sitting around in a conversation where you just know that person themselves really wants to be there. So for me, powerful presence is where you, as the communicator, are so in there's no other room in your mind or your body to allow any other sort of distractions, which then creates that sort of sense of connection with someone else because that powerful presence is almost that moment. And you ask the question, what is it not? I think it is not overpowering someone else.

SPEAKER_02 5:13

Yeah.

SPEAKER_00 5:13

So me leading a bit of communication in that moment doesn't then mean that I'm forever talking. You then just check yourself. Actually, if this is a two-way conversation, but I've been talking for 45 minutes, um, then uh potentially that's an overpowering presence. Yes. So it's almost just like we teach children, it is that exchanging the baton of questioning, listening, being able to engage in two-way conversation. And if you are doing a bit of one-way comms because it's a presentation or you're in an interview, you're sharing information in a way that means that people can kind of get involved with what you're saying. So you're empowering your listener to be able to understand what you're saying and what it then means to them.

SPEAKER_01 6:00

Yeah, I love that, Laura, and you're so right. So have you seen anybody uh that's done it really, really well? Um and they actually didn't say much, but they were there, they were in it. What was it about them?

SPEAKER_00 6:14

I think I've seen loads of examples in the training room and also in kind of various scoping sort of conversations of where a well-timed question from the quietest, most reserved person in the room can just completely shift and change the level of energy for better. So it's a bit like the Columbo, just one more thing. You know, you might have someone that actually was just sitting there contributing with their energy, so they're engaged and they're involved and they're kind of you know following the path of conversation, but they might not have pushed much info in. And then they just pull the direction by asking a really smart question that's not looking to um trick anyone, so um, it's not looking to remove you know anyone's sort of sense of confidence, but it just reshapes that conversation. So I think sometimes you say it best when you say nothing at all. Oh, are you gonna sing that or not? Oh my god, no, no, no, no. Um, but uh it it but it's a way of um just nudging the conversation along with either a comment, a thought, or a question. So I've seen that lots of times. Sometimes it's the quietest person in the room that actually holds that power because um people can see that they're respecting the conversation.

Confidence Without Arrogance

SPEAKER_01 7:38

Yeah, and I it goes back to what you were saying about being really present in the now, and I think part of that is being able to get yourself ready to be prepared to step into that space, whether it's um you know a 60-second lift conversation or you know, it's that meeting you're walking into, or or whatever it is, I think that being ready is so important because you know we always know that you know at work, um, whether you're online or not, people are always watching. And it's like Lynn's always says, doesn't she, our colleague, that you know, if I was following you around with a camera with no sound, how would I know you have a good presence? How would I know that you're having the right impact on people? And and I think, yeah, that's true, because we are being watched all of the time. So, how do we ensure that we have that, I suppose, authentic approach rather than that arrogant approach, which sometimes people get muddled up with, I think, when you talk about powerful presence. Um, so I suppose how do we how do we strike that balance then in your thoughts, Laura, around showing up confidently without tipping into that arrogance or that performance state where it's fake?

SPEAKER_00 8:50

Oh, I think that's such a good question. It's that sense of mutual respect. So I respect myself enough to have the confidence to speak up and say this bit. And I also respect you enough to listen when you share me your stuff. So I kind of almost imagine it's like two people on a seesaw, and we've got equal status in terms of two humans who each have a right to be able to share their view, and they have a responsibility to listen to the other person's view, yeah, yeah. And then no view is better than the other, and it's being able to work with people that might have different views from yourself. And I think this is such a hot topic at the moment, Dave. Yeah, I think it is law. It is how do we not get sort of down the rabbit hole of where everyone is trying to outprove each other and act in a performative way, as you said, and it's the genuine thing of here's me, this one's important to me, who are you, what's important to you. So, an arrogance is where I think my thoughts and myself and what I know is better than yours. Confidence is I feel confident to share what I know because I feel confident I can handle challenge from you. So let's find out about you.

SPEAKER_01 9:58

Yeah, that's a such a good point. Where and that's what healthy debate comes from, isn't it, as well, where you can have those open conversations where it is it's just a great conversation to have because it makes you think differently and disrupts your thinking, and and also being having that awareness to say, you know, what impact did I have? Because some people are oblivious to the impact that they have. So I'll be in I'll be interesting to hear from your point of view, Law, because I know you've been in hundreds of thousands of rooms over the years, as a most for years. Um I think having veteran trainer here, yeah, veteran literally getting in. Have you ever caught yourself in the moment um either shrinking or overcompensating? Um, and what did you learn from that? Because I think we've all done it, and it's that wake-up moment where you go, I'm over. I've certainly done it when I've been overcompensating, and because I've been trying to prove a point or show that I have the knowledge in a room full of people that I believe are more knowledgeable than me. So I've like overcompensated and not been true to myself, and then gone, what was I doing? Yeah, what was I thinking? It's like that's not who I am. So yeah, I wonder if you felt the same at any point.

A Cautionary Meeting Story

SPEAKER_00 11:16

Yeah, well, I there's there's definitely a few moments that spring to mind where I have kicked myself thinking I missed that moment, or now as I'm older and wiser, thinking that was a really childish way to participate. So I have a memory that springs to mind of sitting there in my kind of last but one permanent job when I was on a payroll. Um many moons ago. Many moons ago. Um uh because obviously now we're feral and uh unable to uh to be employed. Um so yes, so I was there in my last but one permanent job, so this must have been let's say 2008, 2009.

unknown 11:58

Okay.

SPEAKER_00 11:58

And I remember I was in a team meeting, so I was part of the L and D team, and um there was lots of conversation at our catch-up meeting with HR that didn't involve me. Right. And I found myself just getting more and more resentful of having to sit through this meeting that had nothing to do with me, and I remember just really bringing out these childlike behaviours, sitting slumped in my chair, doodling and not getting involved. Brilliant. Um, and I now think back thinking, who do you think you were? Like you were there, part of the wider team. And just because the agenda wasn't directly related to you, that was a reputational moment, you know, in that moment, in terms of how easy I am to sort of work with. And it was, yeah, it was an interesting one. And my HR director, in a nice way, pulled me up on it a little bit later. I remember being mortified because yeah, mortified because it your energy, if if you normally contribute, and then there are moments where you don't, and you know, for me, I I I relatively I think I probably came across not surly, but not exactly adding in lots of info. And um, I basically had just got into my own ego of why aren't we talking about anything that involves me? This stuff doesn't directly interest me, so I'm just gonna kind of check out. And in those times, it was a face-to-face meeting, so it was really obvious. And I now look back on like 15 years on, thinking that's really childish behaviour. Yeah, actually, what would I how would I handle that now? Now I kind of have just seen the world and seen behaviours 15 years on, and I think it would be um basically managing yourself, so that emotional intelligence bit of self-management, and then if you've got a problem with a meeting, having a straightforward conversation with someone saying, How about we stick to the agenda? No, or how come how come we make the agenda um a bit more balanced? So that was a moment where I um yeah, I I I wasn't my authentic self because I just got a little bit childish and a bit obstructive. And compared to other people, it wasn't that bad. But to me, it sticks with me.

SPEAKER_01 14:02

But you it's and it's and I think when you have those moments where you sort of go, damn, I did that, um, it does make you feel you know more ready, more present when you're more conscious of walking into a room and thinking about how you do show up. Because if your intent is to have a positive impact on people, which emotional intelligence is all about, right? Then you have to do something different. Um, but we still see it. Um, yeah, I was talking to a group the other um last week, and the one thing that kept coming out was around their communication and how their communication landed. And I said, to be honest, if everybody communicated in the way that they should, we'd be out of a job. But that's why we give you know, because people still don't do it or recognise themselves, and because we have so many triggers and we're human and we react and we don't know what day it is sometimes, and we have so much stuff going on, you know, in our backstories and in the moment that we're not always consciously present. And I think that building up and being ready to step in, I think is really important. So you're in the in it, not around it or floating. But I think we've all been there, Law, where we've gone, that wasn't very professional, or no, and then you're trying to make it up and you know, overcome that, and then that's the other sends you down another road, and you go, just stop.

Presence As Uncovering Layers

SPEAKER_00 15:24

But I just had a little um I just had a little reflection mode, but just you asking me these questions. And and this potentially is a controversial, provocative thing to say, but who knows where the world of work is is heading? So who knows what the long plan looks like? Yeah, but the shift that happened in me, which means I hopefully have never knowingly acted like that way in any other meeting since, is I've been self-employed. And when you are self-employed, it makes a very clear accountability to the exchange of my presence in return for value I'm adding. And I think if I were to go back on a payroll, my first tip would be for myself: would be well, don't drain the payroll. Like if someone is pay bankrolling, you to be sitting there in a meeting, make sure it's one that is relevant to you. You've done your prep. And if it's not relevant or done your prep, don't sit there for a further three and waste three months of sitting at this meeting, do something about it. Because I think it brings a level of empowerment when you are there by choice from the people there. Whereas when you're when I was an employee, you kind of gotta go there. So you have this almost this sense of kind of uh you know, duty rather than service.

SPEAKER_02 16:36

Yeah.

SPEAKER_00 16:37

So I I'm just wondering whether if if a tip would be, it's not it's not about um kind of adding, you know, there are benefits and cons of being self-employed versus employed, so it's not necessarily bringing into that debate. But I do wonder whether, from a powerful presence point of view, if we channelled a consultant mindset of actually I'm here because I choose to be here and there's the value I want to add, and therefore I'm gonna contribute, whether that is the quiet moments or the loud moments, but I'm here and I'm locked in. Because um, yeah, if you're if you're if you're accountable for every hour or day that you're there with a client, then it makes you super engaged. And I just wonder whether and also the boundaries, yeah. Because um, you know, it's very we've seen all the kind of the resentments and the fatigue that can build up when you've got employees that have felt you know put upon and put upon. So it's kind of finding your voice and thinking actually life is short. In return, I've made a psychological contract in exchange my time for money if you're working for money. So, how do I ensure that that is a a give and a get? And actually, in order for me to get that salary, you're gonna get, I'm gonna give my attention.

SPEAKER_01 17:48

Yeah, that's so I really like that duty versus service. And I know we sort of talk about that, but you've again you've just made me think back to um in my HR days, our job titles changed to HR consultants. Um, and I remember God that she loads of years ago now, but I always remember the my boss at the time, who was uh he was is an amazing lady, Shawn Evans, a big shout out to her. She introduced us to the world of consultancy and doing that approach to how do you consult with a business, how do you consult with a team? Yes, you're part of the organisation, but you're there to provide that service. And and I and I think that's probably what's stood us in good stead moving forward is that yeah, I want to be in the room, I generally want to add value and I want to have a positive impact on people. But I think when I look back now, and you've just said that, I think that's probably where my awareness of it properly came from way back when. I mean, we're talking bloody hell, nearly like 40 years ago, potentially. But she was the one that pushed us to the HR consultant role. And um, I remember her giving us a book to read about how to be a great consultant, and yeah, I just think I'm gonna dig that book out. But it is his service, service to others, isn't it?

SPEAKER_00 19:06

Yeah, yeah. And I wonder, I wonder whether it's from a role model point of view, whether it's from a refresh mindset, you know, if if if someone's listening, feeling a bit drained at the moment, and they're thinking, God, you know, I just don't have any spare energy left to give presents, just have a mirror moment of well, why am I here then? What is the value I'm adding? Because if actually I'm getting dragged along to all these meetings that I can't participate in, then um, how might I reset some boundaries so that when I'm there in a meeting, a conversation, I've got enough peace inside my head to be able to lock in and engage in that moment, which is why I know we always circle back to this wellness, self-belief, all of that good stuff, making sure your own CEO, chief energy officer, it to be able to give the attention and the and the and and contribute in that moment in a way that is natural to you.

The 3 30 3 Rule

SPEAKER_01 19:58

Yeah, absolutely. So before we go on to some practical applications around it, shall we um just take a moment to reflect and then come back? And I've got another question for you, Laura. Is that all right with you?

SPEAKER_00 20:10

Absolutely.

SPEAKER_01 20:19

So, Law, one of the things that we always get asked is it's all great in theory, but how do you do it? And I suppose is presence something that you build or something we uncover? Um, because I think sometimes people go, Well, you've either got it or you haven't. And I've always gone, we all we all have it. Um, so what do you think? Do you think presence is something we build or something we uncover?

SPEAKER_00 20:45

Oh, I love that. I think we've got to view it like onions, debs. Oh, nice. And I peel it back. Peel it back, and it's peeling away enough layers of your protective ego that potentially get in the way of being able to connect with someone else. So this isn't I'm standing up in the room or I'm contributing to this meeting, and I've got bravado, and I've got this big thick crust of confidence that means that um I'm gonna kind of overbear the other person with kind of soft and um and and um malleable enough and adjustable enough to just be in that moment, yeah, but a on-point version of you.

SPEAKER_02 21:32

Yes.

SPEAKER_00 21:33

So I saw it backfire once at a head teacher conference I was at, and I was basically speaker number two, who was kind of on. They typically put me in the kind of post lunch bit. Um graveyard shift as it goes called graveyard shift, yes, check out Laura, she'll she'll wide them, she'll get going. Bringing the energy. Um, and uh, we need the banana baton game. I'm your girl. Yeah. So day two, lunchtime. Of a two-day headteacher conference, and I saw it backfire a little bit where there was someone who was the facilitate main facilitator in the morning, and they just stood up and said, So hi, what was it you want to cover then? And he hadn't done any prep. And he'd sort of he'd sort of I know, look at the shock on your face. No prep. No prep. He'd kind of gone on the fact that he'd written this book however long ago, and you just saw like 98 head teachers just go, come on, mate, like you've got to do a bit of work before you get us having the table conversation. And it was really interesting because in that moment it was just all a little bit tumbleweed because the audience hadn't been connected, and it actually just looked like lazy, disrespectful communication because this guy was coming in and had been heralded as the kind of you know the the big speaker for day one, and it was just all a bit odd. And I remember sitting there thinking, right, there's that fine balance between a natural space for people to just be able to um communicate, but there also is the requirement to have planned to done your prep so that you know then sort of what to do. So yeah, it was it was it was interesting. The the the where I've seen it kind of backfire a little bit. So it's being yourself, um, but also aware and respecting other people's time. If you want five minutes of attention, then you've got to be able to earn it in the first 30 seconds. So the 333 rule, I think, is a really handy little thing to prepare. First three seconds is where people have their first initial reaction, so that's your facial expression, it's the way you greet people. If when people come on the team's call, you're going, oh, and that's the way you're starting. That team may be. You've certainly landed an impact in that first three seconds. So the first three seconds, so it might be you just take a deep breath and you get ready to host that interaction. The next 30 seconds is um giving people enough information to kind of grasp where you're coming from, and then within three minutes, you've given the fast processes enough to go on, and the people that kind of need a little bit more time to reflect enough to sort of think about. So the planning the first three minutes of any planned interaction that you've got, and equally important, planning your outro. How do you want that conversation to come to an end? Whether it's a formal bit of communication, what's going to be your kind of parting shot? And then it just feels like a nice, neat bit of presence that you've then had. It's not kind of awkward at all. So I think it's about being yourself, but you know, a vague idea as to what you want people to think feel do as a result of spending time with you.

SPEAKER_01 24:45

Yeah, that's so cool. So I suppose if you were to meet somebody and they were going into um a meeting, like and they were gonna instantly shift how they show up, um, what one small thing could they do to do that? So they they might not be consciously aware of it they are now if they've listened to this. So, what piece of advice would you give somebody to be able to instantly shift um how they show up in a room or a meeting or a lift conversation or whatever? What would you say?

SPEAKER_00 25:17

Good question. I think if it is people that you don't know so well, yeah, do an exchange of names. Who's who and get in someone's name. Once someone has disclosed their name, that is the most important word in the world to get right. Because it was the first word you learnt as a baby that got you things. It might not have been the first word you said, that might have been Mama, Dada, or duck in my daughter's instance. But anyway, I'm not gonna take it personally. Please don't, but um, learning that noise, that sound that was your own name is the most, it's the first words that you ever learn, and everything else has been stacked on top. So I think never underestimate the power of connecting with people, just checking everyone's name. And I've been surprised so many times because we're a bit more empowered as the ex uh outsider coming in. Yeah, you find out how many people in that meeting didn't know each other anyway.

SPEAKER_01 26:09

Yeah, I know.

SPEAKER_00 26:10

It blows my mind. People would have sat there awkwardly, because if I've shared my name, I've disclosed personal info, it's not so much that it's too much, um, but it creates a little bit more of a sense of psychological safety. So, on a very minimal, if you think you might not know everyone, but I bet everyone might not know everyone. So if it feels like relevant and appropriate, just a quick hello, who's who around the room that breaks the ice, and that is where it can just melt and diffuse the barriers that might be in a room because once people start to share just something simple like their name, then you already start to feel a bit more familiar with each other. It's creating that sense of familiarity but not over-familiarity. And so that would be my very simple first step. I like that never assume that everyone knows everyone else in the room, and sometimes that simple exchange of names can just set you up confidently as well, because that gives you a minute or so just to settle yourself in and feel the energy in the room, yeah.

SPEAKER_01 27:06

And I that is so important actually, Law, because you know, I mean, we do training for different organisations, right? And we might not be there for two years, then we go back and we're there again, and there are familiar faces in the room, but in between those first times, we might have seen another thousands of people, and I and I'm because of my memory, I go, I know a face, but I can't always remember the name. So that intro, if you know, is so important. And I intro myself, I don't assume that people know who I am because there's some people in the room that I've worked with before. Because so it is about being how are you being in that moment, isn't it? And how you can show up. And I love that. You're right, your name is the first thing that you were given. So it makes you feel really important, right?

SPEAKER_00 27:49

Absolutely, and it's okay, I think, to say to someone, forgive me, remind me of your name again. If you're about to go into a meeting and you think, Oh my god, I can't remember their name, um for sharing that, and nine times out of ten, someone will say, 'Yeah, and actually, what's your name again?' Yeah, exactly. And then it means we're not having a surface conversation.

SPEAKER_02 28:06

Yeah.

SPEAKER_00 28:07

Um, and it also shows you're genuinely interested. I'm locked into this conversation, yeah. And so let's let's kind of meet and connect. And whether you're the biggest extrovert or the most reserved introvert, as you say, you know, there could be some moments that happen by candlelight. It's not always stage big lights, you know. This powerful present isn't about showing off, it's about showing out who you are and how you want to work with people and the fact it's reciprocal, and giving someone else your attention is the biggest enabler for them, giving them your their attention to you.

Reflective Challenge And Wrap Up

SPEAKER_01 28:41

Yeah, so you're definitely, as you say, somebody who lights up the room as you walk in rather than as you walk out. And you know, we've seen that. Oh, yeah, I've been in the room with you, and you can see that light come in, and I think it's so powerful to do that. So I suppose for me, my call that's quite my call to action, I think, um, just getting people to think about how and what you are going to do differently. So, my call to action would be what do I want people to feel because I showed up? And maybe notice one small shift that you could do to bring more of you into the room, like you're saying, your authentic self, your congruent self, because that's what people buy into. People buy people, right? And people see through fakes. So, yeah, what do I want people to feel because I showed up? That would be my call to action. Have a moment to reflect on that and be ready for it.

SPEAKER_00 29:34

Yeah, love that. My share, the secret would be let's say you've got a colleague at the moment that is going, oh my goodness, everyone I work with just needs to have an injection of something because everyone's busy, they're kind of trying to be three things, uh, you know, three three places at once, and uh, we're just not having these, we're missing these moments of connection. Get get them to listen to this because um sometimes it can be really reassuring to know you're not the only one, and we're living in an attention economy. Those algorithms and those online um things that we look at are incredibly seductive at grabbing our attention. So um this is our opportunity to think, all right, well, if we're in the room with each other or on a screen with each other, how do we ensure that the message is compelling, we land it in a way that's interesting to the other person, not because we're trying to overpower or overbear, but because we want to be there and create a positive impact. So get your colleagues to listen to this because sometimes it's the simplest things that can make a difference. And if I were to sum it up, Debs, it's about enjoying that moment yourself, because that is what the people who light up a room bring in when they come in, they want to be there, definitely, and they're looking forward to enjoying the the the uh the conversation or the meeting that they're in, and it's it's it's you know, someone's they're locked in, as my daughter says. I'm locking in. I love it.

SPEAKER_01 30:58

I'm locking in, locking in. Yeah, because you don't need to be more impressive, you just need to be more present, I think. So um I've you know I've loved this, you know, because it's it's such a powerful thing, and you know, the impact you have, never underestimate that impact that you have and that powerful presence that you could bring. Make sure it's the right presence that you're bringing and not the wrong one. Um, because yeah, I just think it's such an important topic, especially now with you know the human-centric skills going on and what's needed in connection. You've got to be ready for it, I think. So, yeah, it's been great chatting about this one, Lord. Thank you for answering my questions.

SPEAKER_00 31:35

Well, thank you for getting some thought-provoking questions. And you know, as as we often say, every day a school day, yes, you know, it keeps us fresh, it keeps us future fit, and in this ever-changing, rapidly evolving world of work that we're in, there's so much uh appetite, you know, and conversation around bringing that human edge. Well, this is it right now. If you've got two humans in a room, in a lift, in a presentation scenario, how do we ensure that we have that moment of engagement and connection? And sometimes it's the simplest, smallest bits make the biggest impact. At least that's what my first husband told me.

SPEAKER_01 32:19

I love that. Dear valued customer.

SPEAKER_00 32:22

No, no, that's my name.

SPEAKER_01 32:24

What's my name? Yeah, what's my name? Call me by my name. I love that. Well, we have a whole series of this, don't we, Laura? So um, I'm looking forward to our next one.

SPEAKER_00 32:33

Yeah, can't wait. So, this is the first and our four-part focus looking at powerful presents. And we're gonna take a number of different lenses, and this one has been about locking in in that moment, so creating positive impact and intent through that moment of connection. So, um, thank you so much, Devs. Have an awesome week.

SPEAKER_01 32:50

You too, lovely, and enjoy whatever you're doing. You'll light the room up, I'm sure, as you walk in, not as you walk out. So keep doing what you do. And I'll look forward to chatting next time.

SPEAKER_00 33:02

Oh, beautiful devs. Ah, love you. Love you a lot. Bye. We hope you've enjoyed this podcast. We'd love to hear from you. Email us at contact at secretsfromacoach.com 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 www.secretsfromaccoach.com and sign up for our newsletter. Here to cheer you on and help you thrive in the ever-changing world of work.