A Job Done Well - Making Work Better

Playing to Your Strengths With Patricia Brooks

• Jimmy Barber, James Lawther and Patricia Brooks • Season 2 • Episode 17

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Happy New Year!

We're back and starting 2025 on a high with a special guest: Patricia Brooks, a high-performance strengths coach.

Patricia shares the importance and value of knowing what you are good at and her model for identifying, owning, and leveraging your personal strengths. This approach is invaluable for us all, as we perform better and enjoy our work more if we concentrate on the areas we excel at rather than constantly focusing on our "Development Areas."


To find out more by contacting Patricia via:

LinkedIn - https://www.linkedin.com/in/workplace-culture/

FREE training for individuals - https://genevapearl.com/home-page-3284

Geneva Pearl website  - https://genevapearl.co.uk/

For a strengths assessment personalised report, contact Patricia at  coaching@genevapearl.co.uk and claim your free Personal Growth Practical Guide or book time with Patricia for an exploratory call.

Hello, I'm James. Hi, I'm Jimmy and welcome to A Job Done Well, the podcast that helps you improve your performance enjoyment at work.

Jimmy:

Well, good afternoon, James.

James:

Good afternoon..

Jimmy:

How are you?

James:

I am fabulous. Thank you very much.

Jimmy:

Happy new year,

James:

Happy New Year. How is your new year?

Jimmy:

It was fantastic. I was, swinging from chandeliers and having a great time. How about you?

James:

Similar.

Jimmy:

We hope you have a fantastic festive period and a happy new year. We are starting 2025 on a high. We are joined by Patricia Brooks. Welcome Patricia.

Patricia:

you. Good to be here.

Jimmy:

And Patricia is going to do what we failed to do last year, which was talked about strengths, but really help bring to life the importance of playing to your strengths and how you can maximize your performance and your enjoyment of work. Which is what we're all about I'll let you do a proper intro, but Patricia and I met a few years ago when we were doing some mentoring work together. Patricia, tell us all about you and what you

Patricia:

Yeah, so I I run a consultancy called Geneva Pearl which I've been running for just coming up to six years, actually. I'm a high performance strengths coach, which means that I work with individuals, teams. and organizations to help them maximize their potential to get what they need from themselves, from each other, and just create the very best working environments. and I do that all from the basis of natural talents and strengths.

Jimmy:

Excellent. And we should add two things there. First off, we need job titles like yours, Patricia, high performance strength coach.

Patricia:

Friendly, high performance strengths coach.

Jimmy:

is when you introduce yourself, people are going to be interested, you know, But we should also tell people where are you

Patricia:

So, so I am in Grenada in the Caribbean. So I bought my business to Grenada We were planning to spend 12 weeks of the year here anyway. And I thought, if I'm going to spend 12 weeks in Grenada, I'm not ready to retire, what can I do? So I did my little bit of research and I bought the coaching element and the culture change element of my business to Grenada. So yeah, so I'm in sunny Grenada, outside, it's about 30 degrees it is, the sun's coming out. yeah, yeah, it's lovely here. How about you? Where are you?

Jimmy:

enough of that. I mean, we, we have a global audience but the majority of our people are, in the cold UK at the moment, and it's going to be freezing miserable whenever they are listening to this podcast. So they can imagine you in sunny Grenada. Well, thank you for, for joining us. And maybe we could kick off and you could just tell us a bit about, what, what made you become a strength coach and why playing to your strengths is important.

Patricia:

Yeah, I was on the career ladder, doing lots of different jobs, trying lots of different things, different experiences. And as I was trying to develop and grow in my career. I was finding that I was always stopped in one way or another. You know, I felt like I was being blocked or told to be something and do something that wasn't me. So I would go chasing all of these things. And, and I would study, I would take different jobs, I would do everything that I needed. But I actually realized that I wasn't quite enjoying elements of the job that they were telling me I needed. So I kind of sat back and kind of thought, Hmm, do you know what? I'm not loving this stuff. What, what am I good at? what are the things that I love doing?, once I was able to identify the things that I love doing, then I set about finding how I could get more jobs with that. When I was managing teams, I'd be telling people to play to their strengths, or when I was coaching team leaders, I'd be saying, yeah, but if that person's good at that, why don't you let them do that in the team? I was always very interested in why aren't we using people for the stuff that they are good at, rather than trying to make them good at other things that they absolutely hate. So, so that's how I got into strengths, and working with people's strengths. Because I think it's just, it's just so important.

Jimmy:

Yeah. And I think it really resonated with James and I, we did an episode on, on this last year. we talked about. Playing to your strengths does to two things. One is it just makes life a little bit more enjoyable because you're doing what you're good at, rather than the default way organizations work is what are you not good at? You got to improve that. And it's just, it's soul destroying. So playing to your strengths is enjoyable. And as a result of playing to your strengths, funny enough, you perform better.

Patricia:

And, and this is what, I realized before I discovered strengths and Clifton Strengths. But it, cemented all of that I was assuming before I knew there was scientific research behind it. I was saying, well, this should work and hypothesizing and kind of thinking, yeah, that might work. And, but I was finding people were just happier, and your strengths apply to your professional work and your personal work. So once you know what those are, then you can learn how to push them and apply them and use them more and then be just, Well, I say living your best life on purpose, that's going to be my strapline. You know, let's not bumble and fumble into hoping and wishing and, by luck that we're going to be doing things that we love. Why don't you intentionally find the things that you love doing? so yeah, it's great.

James:

Well, it's interesting though that you say there's scientific research behind it because there's a quite a dollop of common sense here as well as in the why on earth you would employ somebody And then give them a good kick in about the things they're not good at and then force them to do it. I mean, you'd have to be a special type of stupid, wouldn't you? So it's

Patricia:

Yes, special type of stupid. I like that. But, but, but that happens, I would say 99 percent of the time.

Jimmy:

and, and the, so, so just the difference between, or the addition that we're bringing today over what we did previously in our original episode is, is that point you make, which is the, the science behind it and the expertise that you had, whereas James and I were just coming in from the point of view, this is consensus, why wouldn't you do this? And we were trying to help people. You've got, you've actually got a way of. Thinking about strengths and leveraging strengths, which I think is really important to share with, people

Patricia:

Yeah, absolutely. I've always been a bit of a people watcher. And as you were just teeing that up there Jimmy, I thought, Hmm, I know that one of your strengths is arranger. So, so what you tend to do is keep things on track, need to have some kind of order for things.

Jimmy:

So that now we've got big downside, James, you know, cause in preparation for this, both James and I have done the the strength finder assessment. And now Patricia knows all sorts of stuff about us.

Patricia:

Yeah.

James:

well, it's worse, it's worse than that, actually, because I'm just looking at my report here. And I am also, oh, it's pretty high. Number six of my strengths is a ranger. So there's a bit of a problem there. Jimmy and I both are rangers. Unfortunately, I have noticed we like to arrange things slightly differently.

Patricia:

And that's the point.

Jimmy:

goes to, which goes to the rest of our profiles. Cause apart from the fact that that's pretty similar, we are almost completely opposite. I think we decided, didn't we?

James:

Yeah, pretty much.

Patricia:

yeah, we'll talk about that. We'll dig in. But you will find that as we go through this conversation, I will be picking up on things And I can't help but mention them to you just to help you be more aware. this is how I do it with, with my clients. So yeah, this is how it works.

Jimmy:

So, so to James's point, no, this is just really good common sense. So why do you think most organizations don't do it this way?

Patricia:

We are taught a certain way at school, We leave school, we go to college, we're taught a different way. University, you're taught slightly different. You go into work and there's a certain way that they do things. There's a certain way that they recruit. There's a certain way that they train. And society has told us that if you're hiring a project manager, they need these skills. And, of course, Most of us can obtain most skills. The difference is, is that when you obtain a skill, if it is your strength, then you will absolutely love and breathe and you will just get so much fulfilment from that job. On the other hand, if you obtain a skill, you might get top marks in the exam. When you're applying that skill, of course you can do it, but But because your love is not there for it, there's something missing. we spend approximately 90, 000 hours. If we work from, I don't know, 18 to retirement, it's about 90, a third of our life at work. we have to enjoy work. We've got to. Why, would you not want to?

Jimmy:

no, absolutely. And just to that point it reminded me, I know this is going back in time, but when I did when I came to choose what A levels I, I did, I just chose the top three subjects I got the highest

Patricia:

That's it.

Jimmy:

and, and I didn't choose the ones that Subjects I had any love for whatsoever. In fact, I did, I actively didn't like the subjects I was

Patricia:

That's the point. That's the

Jimmy:

funny enough, when I came to do my A levels, I didn't put in a lot of effort. I didn't do very well. Cause I just didn't want to be

Patricia:

There you go. That's how, that's, that's, that's exactly the point.

Jimmy:

And, just to go to, to what I mentioned earlier you have a process for people to look at and think and understand and leverage their strengths. Can you just go through it at a high level with

Patricia:

yeah, so, so there's a couple of ways you can do this. One, if you don't have a strengths report, I've got a way to do that. But if you have actually taken your CliftonStrengths report, there's a really simple process, a three stage process that they can go through to really be able to articulate, to get more confident in that, to be able then to really own their strengths and really direct their activities and what they want to do in life, personal and professional, with those strengths. And that process is called name it, claim it, aim it. So, the name element is, you know, once you've got your report, you will see lots of amazing descriptions in there. We can talk about that a little bit later. you find language in that report that resonates with you. The name element is, how can you now start describing your strengths? Because our strengths are typically things that we do really easily, and we don't think about them, so therefore we don't think they are strengths. So when people say to you, what are you good at? You go, Oh, I don't know. That's because you do all of this stuff so naturally. So the name element is getting you to be able to confidently say, Actually, I am good at arranging data. I am good at winning others over. I am good at turning complex things into simplistic language and ideas for people to consume. So, so that's how you would then learn to articulate your strengths. So that's your name, it's Elephant

Jimmy:

Yeah.

Patricia:

So with the claimant element, it's, it's recognizing where people have said, no, that's not good. You say, actually, this is the way I think. And actually, this is the value that way of thinking brings to a situation. So you've got to find ways. Find ways to say, actually, no, That is good, because this is the value it adds. Without that level of thinking, these are the problems that's going to come up. So that's the claimant. Go on.

James:

sorry, it's interesting you've got Our whole approach is to try and develop people into some sort of clone everybody needs to be the same. But actually what you're really talking about is diversity, isn't it? Because you're saying if everybody plays to their strengths and you have a much more diverse workforce, but there's real power in that.

Patricia:

There's real power. And it's owning your difference. So the claiming element is own your difference. And stand proud in who you are. Show up as your authentic self so we're all different. We all think differently. We all potentially get to the same outcomes, but we all do it in different ways. And we as individuals need to recognize that actually just because James does it this way and Jimmy does it this way, It doesn't mean that any of those are potentially wrong. They are just the way that they do it. And there'll be different situations that lean more on the way that you do it, James, different situations that work better for the way that you do it, Jimmy. The coaching element helps you understand how they all interplay with each other.

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Jimmy:

Patricia, so you've got the name it, claim it. What's the third

Patricia:

The aim element is to, actually lean into your strengths. You need to find ways to intentionally make more use of them. So I work with a lot of individuals who are a bit stuck in their jobs, they don't like their work, they're not getting on with teammates, all that kind of thing. And I work with them to say, okay, so what are your strengths? How can you now use your strengths? either, if they're staying in the team to get people to understand you a little bit better. Or actually, if you're looking for a new job, looking for ways to intentionally use your strengths in that job. So rather than looking at the job title, rather than looking at just the activities, you're looking for, if, if you're someone who, if you're analytical and you love data and you can make amazing sense of data, or if you're strategic. And you like big picture type things, you like to look at the future, you can make sense of information and find the best course of action. Then you want to find jobs that, that will use those, that that will then make the job more fulfilling. So aiming it is about intentionally finding things where you can use your strength.

James:

And I think that's, I think that's a very valid point. If I was to say, look back on what was my best job, vividly remember, but of course it was the best job for me. That's the point. It wasn't the best job for everybody. So it's just being about being a a round peg in a round hole. That's the key point to it.

Patricia:

Yeah. Yeah.

Jimmy:

We've got the, we've got the process of identifying the strength owning and being proud of the strength and leveraging the strength, which is great if you've done the assessment and we'll put a link in the show notes, cause for, Yeah, relatively modest costs. You can do that assessment and it's, and it's well worth anyone, doing, having a look at that and doing that. But imagine you haven't done this, the assessment. You said that you've also got a process for people, anyone can use, even if they haven't done the strength assessment.

Patricia:

so I run some free, I run a free masterclass, and within that masterclass I've my own version of the name Claim AIM. So without using the Strengths Assessment. Because not everyone will want to go straight for a Strengths Assessment.. But I want to give everybody the opportunity to, to start to identify their strengths. So I've got an IOA method, so I O A. I use Iowa, I O A, and within the identifying your strengths or identifying your skills. Within that, I use the STAR method. And so you've got, you identify a situation, you've got what were you asked to do, so what was the task what action did you take, and in the action, it's the what did you do and how did you do it. So that's in the A of the action, and then what was the result. So in the A of, of, what you did, a lot of people focus on what you do. So this is what I did, and it's all very tangible. The how you did it. It's harder to articulate because it's very intangible. It's all about, around behavior and attitude. So I use that method. So identify your skills, then own it. find the right language for you to say, actually, this is me. And I'm proud that this is me. I'm proud of the way that I think. That's the own it element of Iowa. And then the A is action. Take action. So what action can you take now that you've identified how you do things? You've absolutely said, I acknowledge and I own what I'm doing. What action am I now going to take? So I've got this three step method that we can then walk through that actually gives them everything that they do there.

Jimmy:

So the theory is pretty

Patricia:

Yes, it? is.

Jimmy:

which is identify your strengths, be proud of those strengths. Don't see them as as because they're different, as a anything to be ashamed of. And then how do you leverage that? And, as we said in preparation for this we, we filled out are the Clifton strengths

Patricia:

You did?

Jimmy:

When I got my report, James and I had a conversation about it and then Patricia, you and I had a conversation and talking it through was incredibly

Patricia:

Oh, good.

Jimmy:

you know, and I know you've got the expertise to, to coach on this, but just generally talking it through, because when I looked here, I was like. I'm not sure. I'm not sure that was me. tell us what the big four themes

Patricia:

The four themes, so you do your strengths report it spits out, if you like, 34 strengths where you're most dominant and you are least dominant. The four themes are strategic. Strategic is how you make sense of information. You've got relationship building. Which is how you build relationships with others. You've got influencing. How you get others to do things. And execution. is how you get things done. So those are the four domains, we call them. The four areas that all of these strengths fall into. And yeah.

Jimmy:

yeah, when I looked at them, it was quite helpful initially talk to James about it and, and he could, he could recognize them in me better than I could recognize them in myself. I influence and relationship with the top ones and strategic and execution with the bottom ones. And James pointed out that that's probably quite accurate because I used to have. other people around me to do the thinking and the

Patricia:

Mm-hmm

Jimmy:

And actually I was more about the kind of influence and the relationships. The way I play to my strengths is around, organizing things, getting things moving, building relationships and understanding and getting people on, on board as opposed to, I'm the one who's got the answers and does all the thinking and figures out all the the clever answers. That's, you know, to your point though, I think I reacted to the fact that I can do that if I have

Patricia:

That's right.

Jimmy:

but actually, yeah, I can do that, but others do it way better than me. And it's not something that I necessarily enjoy doing.

Patricia:

Yeah. Yeah. This is it. Yeah, absolutely. I mean, how, how did you find doing the assessments? Well, how did you find that process?

Jimmy:

I was okay. I don't know. What do you think James?

James:

Yeah To be honest, the assessment is relatively straightforward And actually it's hardly surprising that when you get your results They just tell you what you've told it. So they tell you what you already know to be true But it just puts in a nice, in a nice robust framework. So it just becomes very clear so I think it was a useful thing to do.

Patricia:

so James, when you read your report, you thought, oh, actually that's all pretty much what I know about myself.

James:

So it wasn't anything particularly surprising. So it wasn't anything I disagreed with, but it made it clear, I think is the way I would put it.

Patricia:

okay.

Jimmy:

so in his, in his thing, does it say he's a self aware know it all?

James:

those are strengths two and three. Self

Patricia:

well, yeah, I was, I was gonna say self aware actually, because a lot of people are not self aware and because they do these things so naturally, They think everybody thinks that way or everybody behaves that way. so therefore they, they don't know that they, what their difference is and how they stand out. So, so this is what, what this is all about. But if you are, some people are amazingly self aware and they know that this is not for them. That is for them. some people already have that, but others, this is right for those people who, who have lost sight of their brilliance,

James:

or maybe haven't been, maybe haven't been told what they're good at, frankly, to your point about being encouraged. I mean, I, I was very lucky in my 30s. I, it was pointed out to me that I wasn't great at execution. But, once I realized that, then I just found some really strong project managers to work with, who that was their bread and butter, and that was the way they, that the way they saw the world. And once you start to look at that as a sort of yin and yang thing, rather than they don't think right. Then it's really, really powerful.

Jimmy:

there's a number of project managers now, Patricia, who are rolling their eyes up about the fact that they've had to support James and I throughout our careers and make us look good.

Patricia:

But that,

James:

they did a good job of

Patricia:

to say, that's it. This is about putting yourself together with people, but to your point, James, there are managers and leaders, business owners, who will believe that they do have to be brilliant at everything, and they try and do everything. And they micromanage because they think that they can do it better. You had the, the intelligence and the foresight to say, Actually, I'm not good at that. I just need to find someone else who is. There are still a lot of people who think I'm not good at that. I have to get better at that in order to be seen as the best person that I

James:

Well, and arguably the strength of the manager is, I mean, I've had managers who have given me endless grief because I'm not great at execution. But I've had really good managers who said, well, it's not your strength, you need to play with this person because they're really good at it. And that, I mean, is the strength of the manager, isn't it?

Patricia:

Exactly.

Jimmy:

so From looking at our strengths profiles, Patricia, is there anything that you would call out we should be really thinking about or playing towards or the risk of us working together?

Patricia:

the risk of You working together.

Jimmy:

the blind spots we might have or the risks that we might have.

Patricia:

just looking at you side by side here. I mean, the, the first thing that I notice actually is the relationship building element. How you connect with others, how you build relationships with others. If you did not have any relationship building strengths, In your top ten, it doesn't mean that you do not connect with others. It means that you connect in different ways. So for both of you, so if I'm looking at James, James, in your top five, you have Relator as number five, which is your first relationship building skill. Relator is the second one. People with that as one of their dominant strengths means that, you know, you will prefer to have deeper, more meaningful relationships with a few individuals rather than needing to have relationships with everybody around you. And Relators can sometimes migrate to other Relators, which if you're in a team situation it can kind of start to look a bit cliquey, For team members looking in on that, but actually that's just how you build relationships. And, and you could potentially be building relationships with lots of people, but each one of those relationships will be quite deep. Whereas, if I look at Jimmy, Jimmy, your first relationship building strength, is developer. And you've got something called Woo, which is winning others over underneath that. So with your developer strength, you connect with people. by recognizing their potential and giving them, very patient with them in helping them to realize what they are good at. So, so this is the type of thing, this strengths thing is the type of thing you've probably been doing without using the language for a very long time. Because you can see potential in others. this is where the mentoring element potentially comes in. You've probably done mentoring and coaching throughout your life without even realizing it.

James:

it's really interesting, the winning others over point. I do have a vivid recollection of something about 10 years ago, we were working together on a team and there were five or six of us killing ourselves to get some tasks done. And jimmy wasn't bloody there. Where the bloody hell's jimmy? You know, we're all pulling our tripes out trying to sort this out and he strolls in about five o'clock what the hell have you been doing and to which his answer was i've been polishing people's egos But a very valid thing to do and actually i'm invaluable for the team So yeah, I can see that interestingly. That's my second bot one then jimmy I'm, not great at winning other people over or you know, I can't be bothered No, you'd never and

Patricia:

I'm working with a team recently who didn't have many influencing strengths amongst the team. But I said, think about whether that matters or not to the work that you're doing at the moment. What is the team supposed to be doing? If they are not supposed to be influencing, then you are supposed to be executing. Then actually you have the right strengths mix already. If you are supposed to be influencing, then actually who in your team does have the influencing skills, like winning others over who has those? the strengths that you can actually lean on. you don't need to have a mix of all of these strengths for a team to succeed.

James:

that's quite interesting because what that's telling me then is if you run through a project, a big project, then actually you probably need a different mix of skills at different parts of the project. So I come over all strategic thinking, that's me, I think that's three or four of my top ones with that, but that's all about understanding what's going on and getting ideas and seeing what the opportunities are. So you want me at the front end of a project, the last place you want me is the back end of a project where things need to get done. But understanding that and playing that through to your team and how you balance your team out. It's probably a very powerful thing to do.

Patricia:

Yeah. Yeah.

Jimmy:

Yeah, and one of the risks I think you naturally gravitate towards to people that are very similar to you. I certainly I think I was guilty of that early in my career. And then as I have matured and grown up a bit, I realized actually it's the differences that make us so much stronger and more powerful. And so, it can mean in the moment, it's slightly more uncomfortable working with people who see things, you know, it's like one of the things that's very high for me is Activate on getting things moving. And as you said to me, Patricia, that, you'll be great for getting some momentum and some impetus behind things. But watch out for the fact that, not everyone's ready to move when you are. And that's the dangers. You get people that all are the same. They all want to rush off and do things straight away without thinking things through properly. And it's that diversity of thinking that means that somebody else will be saying, well, hang on a minute, can we just close off some of these risks before we're moving? I think your role as a team leader and thinking through how you construct your team and also how do you make your team improve and how do you make your team deliver? All of this stuff around strength is massively invaluable, isn't it

Patricia:

Yeah. Completely. if you've got everyone, in the execution space and no one in the strategic space, then you're always just working for today. a problem often comes for team leaders when they are moving from management to leadership because they have a lot of strengths in the management space They move to be a leader and they find it really difficult to make that transition. Now, what you might find if you look behind the scenes. This data and look at their strengths is that they are great at executing. leaders need to be the consultative types, the strategic thinking types, that they need to be more hands off, but if you've got strengths in the executing space and actually you really, really, really love that, then it's society that tells us we should be moving up, we should be progressing. But some people, very, very happy in their manager roles. But something tells us we have to be more than whatever we're doing now. You know, the winners in all of this are those people who go, I'm very happy at stacking shelves here, because that's what they love to do. They're using their strengths without realizing it. They don't want to be a store manager.

Jimmy:

I was once in a job which I was loving doing, and there was a promotion on offer. And I said no, I wasn't going to apply for the promotion, just because I thought the work that That I do, if I was promoted, isn't stuff I'm good at and isn't stuff I'd enjoy. So stick with what I'm doing well, and I'm enjoying, I did the job that I really loved. So I ended up not, not applying for a promotion.

Patricia:

you were confident there, Jimmy, to, to say that, to recognize that, and to acknowledge that. A lot of people just think I

Jimmy:

no, it was

Patricia:

to, it's hard, but you did It

Jimmy:

Yeah. Cause your ego, your ego tells you, you've got to want to get promoted. Always. We're conditioned to want promotion, want more money, want a new job title. Well, actually. Patricia, the winners are the people who do jobs that they really love and are great

Patricia:

Yeah, yeah, yeah, absolutely.

James:

there's a really there's a cultural dimension to this then, because I think most organizations do, I used the word earlier, but clone, they try and clone managers. They want people of a certain type. They're recruiting their own image. Whereas the real strength comes in having an organization whereby people A, realize that you need diversity and what those differences are, and then are prepared to shout about what they are so that everybody knows it. And that in turn comes down to, I suppose, trust a lot because Jimmy will trust me to do some things, but not other things, but we've worked together for Christ, 30 years. But getting to that point quicker. By being explicit about what your strengths are and what you don't enjoy doing. I think it's really quite powerful

Jimmy:

And that's, this is the reason why, why it's important to do this episode is to share some of these thinking I wish I'd, I'd thought years ago about, you know, more consciously about playing to people's strength. I wish I'd thought more consciously about the importance of diversity in a team. I wish I'd thought more consciously about, getting teams performing well quicker. So hopefully been useful for people to think through some of those so these questions, cause we, we heard from all of us, the importance of playing to strengths in terms of delivering performance and enjoyment of work. Patricia, you talked to us about the kind of strength assessment and also your really practical, three step model to, identify your strengths name your strengths and be proud of your strengths and then lean into your strength and aim your strengths at stuff. So that's really really helpful. So hopefully people got from that. the, both the importance of it, but also the practical ways of doing

Patricia:

Yeah.

James:

Assuming people want to delve deeper into this, Patricia yeah. Where would you point them? Where should they start?

Patricia:

So, I run a a masterclass I run that quite regularly I will give you a link to that masterclass, and in that masterclass I will teach them the IOWA model. So, so that is the model if they are not ready to take their strengths assessment yet.

James:

Yeah, super.

Patricia:

can also send to you the, a link to the strengths assessment if they want to do that. And as part of that for listening to your podcast, we can also provide them with a free workbook that they can then use on the back of the strengths assessment to start working through the name it, claim it, aim it model that we talked about as well.

James:

And we'll take those links and we'll put them on the show notes, which will be on the a job done well website. So if people want to see that, that is where you can find them.

Patricia:

Yeah.

Jimmy:

Thank you, Patricia, for taking our initial discussions that we had over a year ago about strengths and actually really bring some structure and some practical tips to that. So I'm sure people have found it useful. And, and as James says, we'll, we'll make sure the links are all there so people can follow up with you in the future.

Patricia:

Ah, it's been a pleasure.

Jimmy:

we'll no doubt speak to you

Patricia:

Thank you very

James:

Cheers now.

We cover a whole host of topics on this podcast from purpose to corporate jargon, but always focused on one thing, getting the job done well, easier said than done. So if you've got. Unhappy customers or employees, bosses or regulators breathing down your neck. If your backlogs are out of control and your costs are spiraling and that big IT transformation project that you've been promised just keeps failing to deliver, we can help if you need to improve your performance, your team's performance, or your organizations. Get in touch at Jimmy at jobdonewell. com or James at jobdonewell. com.

People on this episode

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James Lawther

Co-host
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Jimmy Barber

Co-host
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Patricia Brooks

Guest