WEBVTT - INBOX: Our Controversial Take On Work Calendar Etiquette

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<v Speaker 1>You're listening to a mom and mer podcast.

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<v Speaker 2>Hello, and welcome to biz Inbox. I'm m Vernum and

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<v Speaker 2>I'm so fast and so we are recording this on

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<v Speaker 2>a Friday morning. And I don't want to say this

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<v Speaker 2>is me, but let's pretend I have a friend who's

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<v Speaker 2>extremely hungover and they still have to do a full

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<v Speaker 2>days of work.

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<v Speaker 3>What should they do to quickly get out of it?

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<v Speaker 1>This makes me respect you more if you are this together.

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<v Speaker 1>I mean, if your friend is this together and they hungover. No,

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<v Speaker 1>it's Friday, the sun's out, everyone can chill. I think

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<v Speaker 1>it's fine. You do your best for half the day

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<v Speaker 1>and then you leave.

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<v Speaker 2>Okay, thank you.

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<v Speaker 1>Drink my mum, you saw say if I had to

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<v Speaker 1>go into what kind of she's just like, put heaps

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<v Speaker 1>of blush on.

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<v Speaker 2>Okay, good strategy.

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<v Speaker 3>Strategy.

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<v Speaker 2>I will tell my friend that exactly. So this week

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<v Speaker 2>in bus in Box, we are getting into a whole

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<v Speaker 2>lot of juicy questions. We're talking about micromanagers, we're talking

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<v Speaker 2>about calendar etiquette, and we're also talking about how to

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<v Speaker 2>actually stay motivated at work. So hit me with the

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<v Speaker 2>first question.

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<v Speaker 1>So this question actually came to me through Instagram and

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<v Speaker 1>it's like top three questions that I get asked.

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<v Speaker 3>So I actually wanted to talk about it on This

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<v Speaker 3>is Today. Oh I love that. Yeah. So the question

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<v Speaker 3>is my boss is.

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<v Speaker 2>Such a micromanager. They're constantly checking in to see if

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<v Speaker 2>I've done tasks, they nitpick all my work, they make

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<v Speaker 2>me see them in all of my emails.

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<v Speaker 1>Is this said them problem or do they just hate me?

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<v Speaker 1>So let's unpack this. First of all, I've sam has

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<v Speaker 1>this ever happened to you? Like, have you ever worked

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<v Speaker 1>with a micromanager type person?

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<v Speaker 2>Yes? All my micromanagy persons have been the managers I've

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<v Speaker 2>had in between my two permanent managers, so they'd be

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<v Speaker 2>like kind of like a stand in manager. And for me,

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<v Speaker 2>I think it wasn't really them micromanaging me, but it

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<v Speaker 2>was more them trying to understand my whole role and

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<v Speaker 2>then me being super egotistical in my early twenties going

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<v Speaker 2>just let me do my thing, like I know what

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<v Speaker 2>I'm doing, I.

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<v Speaker 3>Don't need you. Yeah, don't you know who I am?

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<v Speaker 2>Do you not know? And it doesn't even have to

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<v Speaker 2>be a manager. I think I've experienced micromanaging from like

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<v Speaker 2>different people, even colleagues who are just like managing a

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<v Speaker 2>project that I'm working on, and it is one of

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<v Speaker 2>my biggest pet peet's Like I can't stand.

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<v Speaker 1>Yeah, it makes it really hard. So I love what

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<v Speaker 1>you just said because you actually just set up the

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<v Speaker 1>first point, which is it can be a personality thing

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<v Speaker 1>and a style thing with the manager, or it can

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<v Speaker 1>actually be situational. So just to kind of go back

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<v Speaker 1>to the question, you know, first, for all, your boss

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<v Speaker 1>doesn't hate you. It's probably more them than it is

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<v Speaker 1>your performance. But micromanaging is essentially it's a trust issue,

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<v Speaker 1>so they don't fully trust that you are able to

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<v Speaker 1>do your work independently, so they're like all up in

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<v Speaker 1>your shit. And the trust thing, it can either be

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<v Speaker 1>a them problem or it can be a U problem,

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<v Speaker 1>and most common is it's a them problem.

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<v Speaker 3>So often the best.

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<v Speaker 1>Individual contributors, like, if you're really good at your job

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<v Speaker 1>going through, you're like a real high achiever, and then

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<v Speaker 1>you get your first manager your role, often you will

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<v Speaker 1>be a micromanager at the start because like you're letting

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<v Speaker 1>go of control.

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<v Speaker 3>It's actually quite hard.

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<v Speaker 1>And so a lot of the best managers that I

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<v Speaker 1>talk to, they're like, yeah, I used to be a micromanager.

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<v Speaker 3>It's also just a star thing for some people.

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<v Speaker 1>So first of all, know that your manager's probably not

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<v Speaker 1>doing it intentionally, but they do need to change if

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<v Speaker 1>they're doing it, because it can just like completely undermine

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<v Speaker 1>your work and your confidence and things like that, and

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<v Speaker 1>it just makes things way slower. So first of all,

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<v Speaker 1>just in terms of like recognizing signs with your manager,

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<v Speaker 1>and then we'll talk about what you can do first,

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<v Speaker 1>Like is it situational, So is this a new manager,

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<v Speaker 1>like new to the company, new to the role, need

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<v Speaker 1>to the team, or is there like something going on

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<v Speaker 1>in that manner life that has fully rocked their confidence

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<v Speaker 1>and is like making them really nervous, Or is like

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<v Speaker 1>the project that you're working on with them so big

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<v Speaker 1>and important that so many senior ladies in involved that

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<v Speaker 1>they're really just like wanting to hold on to all

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<v Speaker 1>the details. So look at this situation first. It can

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<v Speaker 1>also just be down to their style, So it can

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<v Speaker 1>be their like anxious type of person. They're just like

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<v Speaker 1>that kind of controlling personality where they just really want

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<v Speaker 1>to be across everything. So first, while I would look

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<v Speaker 1>at that, also reflect on yourself. So sometimes as well,

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<v Speaker 1>it's an issue of reliability on your side. So the

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<v Speaker 1>best way that you can gain trust with your manager,

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<v Speaker 1>the fastest way is to tell them what you're going

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<v Speaker 1>to do, do the thing, and then tell them that

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<v Speaker 1>you did the thing. And if you do that consistently

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<v Speaker 1>and over communicate, they're going to start to have trust

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<v Speaker 1>in you. So just kind of reflect on yourself and

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<v Speaker 1>just say, like, am I doing anything that kind of

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<v Speaker 1>makes them not trusting and make them think that I'm

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<v Speaker 1>not reliable? Probably not, Like most of the time it

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<v Speaker 1>is a manager situation. So what I would do is

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<v Speaker 1>I like to do a little thought experiment first, and

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<v Speaker 1>I just put myself in their shoes. I always love

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<v Speaker 1>to start with empathy if it is like their personality

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<v Speaker 1>or their situation, just for like ten seconds, just feel

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<v Speaker 1>a little bit sorry for them because it is hard

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<v Speaker 1>being a manager, and like they probably don't want a

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<v Speaker 1>micromanager if they know they're doing it.

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<v Speaker 3>That said, they do need to change.

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<v Speaker 1>So what you do first is you really over communicate,

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<v Speaker 1>and so just like do not give them a reason

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<v Speaker 1>to have to ask you for things. So over communicate,

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<v Speaker 1>be super proactive about everything and just like keep them

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<v Speaker 1>updated on stuff. And then you'll notice that they will

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<v Speaker 1>start to trust you more and hopefully they'll start to

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<v Speaker 1>micromanage you less and you can pull back. If that

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<v Speaker 1>doesn't work, then you do need to start setting some boundaries.

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<v Speaker 1>So say, for example, it's like five o'clock and you

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<v Speaker 1>just shut your laptop and they're like, can you walk

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<v Speaker 1>me through this whatever? They start asking you heaps of

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<v Speaker 1>questions about something that they just emailed you about. You

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<v Speaker 1>do need to start practicing saying can we talk about

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<v Speaker 1>this at nine o'clock tomorrow kind of thing if they

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<v Speaker 1>keep doing it consistently, because some managers don't change if

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<v Speaker 1>they keep doing it consistently, you do need to start

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<v Speaker 1>looking at some boundaries to put in place.

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<v Speaker 2>Boundaries. I feel like boundaries with managers are such a

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<v Speaker 2>scary area.

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<v Speaker 1>It's also very controversial right now because the main thing

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<v Speaker 1>that people when I tell people that I have my

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<v Speaker 1>company is a coaching company for gen Z, the one

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<v Speaker 1>thing that they always bring up is this like issue

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<v Speaker 1>of boundaries. So I do want to say that you

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<v Speaker 1>do have to be careful with having these really firm

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<v Speaker 1>boundaries that aren't flexible. So I'm not saying that I'm

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<v Speaker 1>not saying every time you ask your manager asks you

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<v Speaker 1>to stay back. You're like, no, I'm leaving. But I

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<v Speaker 1>do think that if you've got a micromanager type manager,

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<v Speaker 1>and you've tried other things, and you've done the whole

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<v Speaker 1>over communicating thing, then the next thing that I would

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<v Speaker 1>start to look at is just some kind of healthy

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<v Speaker 1>boundary setting.

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<v Speaker 2>Oh that's so good, okay. Our next question came to

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<v Speaker 2>our instagram. Via our Instagram dms, you can follow us

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<v Speaker 2>beers by Mom and mea and also dm us if

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<v Speaker 2>you want one of your questions answered on the podcast,

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<v Speaker 2>and it said, what's the deal with making calendars hidden?

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<v Speaker 2>I see a lot of the senior people in my

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<v Speaker 2>company have all their blocks set to quote busy, so

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<v Speaker 2>you can't see what meetings they're actually in. It's making

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<v Speaker 2>me spiral because I think they're hiding something.

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<v Speaker 3>Oh man, I know, it's so annoying.

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<v Speaker 2>Right, it is annoying.

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<v Speaker 3>First of all, m what's your calendar situation? Do you

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<v Speaker 3>have all your blocks visible?

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<v Speaker 1>Yeah?

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<v Speaker 2>Mine's completely visible. I feel like if you have, and

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<v Speaker 2>this might be an unpopular opinion, but if you have

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<v Speaker 2>your calendar blocked from people seeing what actual meetings you're in,

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<v Speaker 2>it makes me think that you think you're really important,

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<v Speaker 2>so jope when I it's.

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<v Speaker 1>Really funny when you see someone who like early career,

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<v Speaker 1>mid career, and then they get promoted and then maybe

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<v Speaker 1>they're like a manager for the first time, and then

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<v Speaker 1>all of a sudden they just change everything to be

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<v Speaker 1>busy because they think it's a flex There is obviously

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<v Speaker 1>reasons and there's like valid reasons that people say their

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<v Speaker 1>calendar to that.

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<v Speaker 3>But first of all, just think like, if.

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<v Speaker 1>This is you, I don't want to offend anyone, but

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<v Speaker 1>just think about it is actually really hard for people

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<v Speaker 1>to schedule stuff when all of your things are set

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<v Speaker 1>to busy, right, especially if you don't have administrative busy

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<v Speaker 1>as partner or PA.

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<v Speaker 3>So just think about that.

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<v Speaker 1>I mean, the valid reasons are that a lot of

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<v Speaker 1>the time with senior leaders, they really are getting pulled

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<v Speaker 1>in all the time to the types of meetings where

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<v Speaker 1>it's not appropriate for everyone in the company to know.

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<v Speaker 1>And also there is some pretty hard course calendar stalking

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<v Speaker 1>that can go on, and you can piece together things

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<v Speaker 1>that are happening at your company, who's getting promoted, who's

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<v Speaker 1>getting which job, who's getting fired by the types of

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<v Speaker 1>meetings that different managers are having. So I do know

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<v Speaker 1>that there's like fully valid reasons that very smulators or

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<v Speaker 1>just like other people need to set them to busy

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<v Speaker 1>or at certain periods if they're working on sort of

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<v Speaker 1>a particular type of project, you need.

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<v Speaker 3>To set it to that. But yeah, I mean do

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<v Speaker 3>people do it in your office?

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<v Speaker 2>In Yeah, a few people. There's no hard rules about it,

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<v Speaker 2>like you can choose whether to have it hidden or not,

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<v Speaker 2>and it's like different people. But what I struggle with

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<v Speaker 2>is that sometimes people like do time blocking in their calendar,

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<v Speaker 2>which actually learned from you and Mesh how to like

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<v Speaker 2>even like putting like for example, like on Fridays, I

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<v Speaker 2>have like a part of my calendar that's for like

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<v Speaker 2>my task pebbles that you suggested in their previous episode

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<v Speaker 2>that will link in the show notes that has blocked

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<v Speaker 2>out my calendar. And I think there are other people

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<v Speaker 2>in the business who have their calendars hidden from everyone,

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<v Speaker 2>but they'll have like little tasks blocked in. So then

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<v Speaker 2>I have to if I need an urgent meeting with them,

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<v Speaker 2>and even if it's a meeting that they've asked me

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<v Speaker 2>to put in and it's really urgent, and I see

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<v Speaker 2>like just a full block in their whole calendar. I

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<v Speaker 2>have to then do an extra task on top of that,

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<v Speaker 2>which is like approach them and be like, hey, are

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<v Speaker 2>you able to check your calendar for me? Can I

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<v Speaker 2>fit in this meeting that you've requested, that you said

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<v Speaker 2>is urgent anywhere in here? And that's what kind of

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<v Speaker 2>annoys me about the whole hidden calendar thing.

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<v Speaker 3>You hit the nail on the head. I totally agree, Am.

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<v Speaker 1>It makes it really hard for everyone else in the company.

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<v Speaker 1>A lot of very senior leaders will have it if

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<v Speaker 1>they've also got an assistance, So like yees set everything

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<v Speaker 1>to busy, but then there's always an assistant that you

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<v Speaker 1>can get in touch with to like schedule things. Anyway,

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<v Speaker 1>what people should be doing is it's like a tiny

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<v Speaker 1>bit of extra work for them. But you can set

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<v Speaker 1>individual meetings as private. Obviously, it's not that hard. It's

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<v Speaker 1>like one extra click. So like, in general, try to

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<v Speaker 1>keep your calendar open, and then for those private meetings,

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<v Speaker 1>you just have to get into the habit of setting

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<v Speaker 1>those to private. Oh yeah, but no, I tell them,

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<v Speaker 1>I think you're right. I agree with you, and I

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<v Speaker 1>think you're right. Back to this person's question, like it's

0:10:27.450 --> 0:10:30.410
<v Speaker 1>making me spiral. I think generally, try to adopt the

0:10:30.450 --> 0:10:33.730
<v Speaker 1>mindset at work that nothing is really about you.

0:10:33.730 --> 0:10:35.290
<v Speaker 3>And it's just business man.

0:10:35.810 --> 0:10:36.530
<v Speaker 2>Don't worry.

0:10:37.010 --> 0:10:39.810
<v Speaker 3>Everyone loves you, You're doing great and things are going

0:10:39.850 --> 0:10:40.329
<v Speaker 3>to be fine.

0:10:40.650 --> 0:10:44.730
<v Speaker 2>Yeah, and maybe hide your calendar in spite. Yeah, no

0:10:44.770 --> 0:10:48.410
<v Speaker 2>one could see anyone's calendar's anymore. So after the break,

0:10:48.450 --> 0:10:50.370
<v Speaker 2>we are going to be talking about a question on

0:10:50.410 --> 0:10:53.490
<v Speaker 2>how to stay motivated at a job you don't really like.

0:10:59.810 --> 0:11:03.130
<v Speaker 2>So so this next question came via our email and

0:11:03.170 --> 0:11:06.450
<v Speaker 2>it says, I've been in a role for a six months.

0:11:06.730 --> 0:11:09.450
<v Speaker 2>I know it's not for me the job and the company,

0:11:09.890 --> 0:11:11.970
<v Speaker 2>but I don't want a job hunt right now because

0:11:12.010 --> 0:11:14.610
<v Speaker 2>I have so much other stuff going on in my life.

0:11:14.970 --> 0:11:17.490
<v Speaker 2>How can I stay motivated when I'm just really not

0:11:17.650 --> 0:11:18.490
<v Speaker 2>into my job?

0:11:18.850 --> 0:11:22.090
<v Speaker 1>Motivation is a funny thing, like motivation and passion and

0:11:22.290 --> 0:11:24.690
<v Speaker 1>purpose at work. It's such a funny thing, isn't it.

0:11:25.010 --> 0:11:26.690
<v Speaker 1>How do you feel about motivation at work?

0:11:27.050 --> 0:11:32.490
<v Speaker 2>It's really tricky because I feel like my motivation like spikes,

0:11:32.810 --> 0:11:35.689
<v Speaker 2>and it's so dependent on so many variables, Like it's

0:11:35.770 --> 0:11:38.770
<v Speaker 2>spikes depending on what projects I'm working on. Because I

0:11:38.770 --> 0:11:41.890
<v Speaker 2>do a lot of different things. It spikes, like depending

0:11:41.890 --> 0:11:44.449
<v Speaker 2>on my hormones, Like literally my periods like will dictate

0:11:44.570 --> 0:11:47.690
<v Speaker 2>how I'm motivated at work. And just like exactly what

0:11:47.810 --> 0:11:50.650
<v Speaker 2>I guess a non said in this question, everything else

0:11:50.690 --> 0:11:53.290
<v Speaker 2>that's going on in your life, Like sometimes you just

0:11:53.330 --> 0:11:56.410
<v Speaker 2>have so much going on that pushing yourself to be

0:11:56.490 --> 0:11:59.050
<v Speaker 2>motivated is like the only kind of I guess glimmer

0:11:59.090 --> 0:12:02.329
<v Speaker 2>of hope to actually enjoy your lifestyle outside of your

0:12:02.370 --> 0:12:05.490
<v Speaker 2>personal lifestyle. So I kind of feel for this person

0:12:05.530 --> 0:12:08.290
<v Speaker 2>and who submitted, because sometimes you just have to do

0:12:08.330 --> 0:12:11.610
<v Speaker 2>the job and it really sucks. And I think if

0:12:11.650 --> 0:12:16.570
<v Speaker 2>you're constantly feeling so unmotivated and you're not enjoying your work,

0:12:16.730 --> 0:12:19.490
<v Speaker 2>then even like regardless of your lifestyle. And I know

0:12:19.530 --> 0:12:22.490
<v Speaker 2>this is probably a privileged answer to say, but I

0:12:22.530 --> 0:12:24.290
<v Speaker 2>would just try to get out of there or just

0:12:24.330 --> 0:12:26.370
<v Speaker 2>try to like maybe do a different role in the

0:12:26.370 --> 0:12:29.410
<v Speaker 2>same company and just be honest about how you're feeling.

0:12:29.930 --> 0:12:32.329
<v Speaker 3>Yeah, I love this advice. I think you're right look

0:12:32.370 --> 0:12:33.930
<v Speaker 3>at it short term and long term.

0:12:34.290 --> 0:12:38.690
<v Speaker 1>So sometimes like short term periods of being unmotivated is

0:12:38.730 --> 0:12:41.010
<v Speaker 1>totally fun and normal. If that's going to turn into

0:12:41.010 --> 0:12:44.050
<v Speaker 1>a long term thing, then like you're wasting your own time,

0:12:44.090 --> 0:12:46.170
<v Speaker 1>and it's going to affect a lot. So you know,

0:12:46.330 --> 0:12:49.250
<v Speaker 1>they've done so many studies into what actually makes you

0:12:49.290 --> 0:12:52.210
<v Speaker 1>happy at work, right, and like different studies show different things,

0:12:52.210 --> 0:12:54.010
<v Speaker 1>but there's a few things that always get in the

0:12:54.050 --> 0:12:56.810
<v Speaker 1>top five. One of them is always like your core

0:12:56.850 --> 0:12:59.370
<v Speaker 1>working groups, your manager and your immediate team, and like

0:12:59.410 --> 0:13:01.290
<v Speaker 1>do you like the people that you work with in

0:13:01.330 --> 0:13:03.810
<v Speaker 1>that core working group. The other one that I think

0:13:03.890 --> 0:13:07.170
<v Speaker 1>is fascinating that relates to this is the thing that

0:13:07.290 --> 0:13:09.450
<v Speaker 1>makes you happy at work and makes you feel like

0:13:09.490 --> 0:13:11.650
<v Speaker 1>you've had a good day at work is a sense

0:13:11.650 --> 0:13:14.810
<v Speaker 1>of progress. And I think the thing with motivation sometimes

0:13:14.850 --> 0:13:16.930
<v Speaker 1>it's like if you're going into work every day and

0:13:16.930 --> 0:13:20.330
<v Speaker 1>you're like, nothing that I do actually even matters, Like

0:13:20.410 --> 0:13:22.770
<v Speaker 1>I could work really hard and do my job really well,

0:13:22.850 --> 0:13:24.650
<v Speaker 1>or I could just be phoning it in. No one's

0:13:24.690 --> 0:13:27.210
<v Speaker 1>really noticing, it doesn't really change the results for the company.

0:13:27.490 --> 0:13:30.010
<v Speaker 1>I don't even know why I'm working on these things,

0:13:30.010 --> 0:13:32.410
<v Speaker 1>Like no one's actually explaining to me why this stuff

0:13:32.450 --> 0:13:35.290
<v Speaker 1>is important. You just have this feeling like I'm making

0:13:35.330 --> 0:13:38.250
<v Speaker 1>no progress towards anything, and so that can actually make

0:13:38.330 --> 0:13:40.010
<v Speaker 1>you demotivated, and it can make.

0:13:39.930 --> 0:13:40.770
<v Speaker 3>You really unhappy.

0:13:41.290 --> 0:13:44.010
<v Speaker 1>So it sounds like with this question that it's a

0:13:44.050 --> 0:13:45.890
<v Speaker 1>short term thing. So let's see, I've been in my

0:13:45.970 --> 0:13:47.730
<v Speaker 1>row for six months. I know it's not the job

0:13:47.770 --> 0:13:49.929
<v Speaker 1>for me. So the first thing I would always say

0:13:49.970 --> 0:13:52.770
<v Speaker 1>is like ask your off why you're not motivated, and then.

0:13:52.610 --> 0:13:53.810
<v Speaker 3>Try and change your situation.

0:13:54.410 --> 0:13:56.689
<v Speaker 1>But if this person sort of decided like I'm just

0:13:56.730 --> 0:13:58.130
<v Speaker 1>going to do this job for a little bit, there's

0:13:58.130 --> 0:13:59.650
<v Speaker 1>other stuff going on, I don't want to change my

0:13:59.690 --> 0:14:04.610
<v Speaker 1>situation right now, I would say, mentally, decide how long

0:14:04.650 --> 0:14:06.410
<v Speaker 1>you're going to stay that job, So say I'm going

0:14:06.450 --> 0:14:07.850
<v Speaker 1>to do another six months or I'm going to do

0:14:07.890 --> 0:14:11.370
<v Speaker 1>another twelve months, and then create a sense of.

0:14:11.330 --> 0:14:12.490
<v Speaker 3>Progress for yourself.

0:14:12.530 --> 0:14:15.050
<v Speaker 1>So what I would do is I would pick one

0:14:15.170 --> 0:14:20.250
<v Speaker 1>person in the company or one skill. So for a person,

0:14:20.570 --> 0:14:22.610
<v Speaker 1>try and find one person in the company who's like

0:14:22.610 --> 0:14:24.890
<v Speaker 1>a high quality person that you might want to learn

0:14:24.930 --> 0:14:28.250
<v Speaker 1>from or like get closer to start by just kind

0:14:28.290 --> 0:14:30.530
<v Speaker 1>of learning more about them, knowing what they're up to,

0:14:30.530 --> 0:14:32.050
<v Speaker 1>you kind of thing. Try and take them for coffee

0:14:32.050 --> 0:14:33.730
<v Speaker 1>if you can, and just figure out a way, like

0:14:33.850 --> 0:14:35.450
<v Speaker 1>is there a way that you can work on something

0:14:35.450 --> 0:14:37.650
<v Speaker 1>with this person? Like Google, we had things like twenty

0:14:37.650 --> 0:14:39.810
<v Speaker 1>percent projects and job shadowing and things like that.

0:14:40.210 --> 0:14:41.970
<v Speaker 3>But you can just figure out, like, is there sort.

0:14:41.810 --> 0:14:43.810
<v Speaker 1>Of something that you could work on with this person

0:14:43.850 --> 0:14:46.170
<v Speaker 1>so you can learn from them and create a relationship.

0:14:46.410 --> 0:14:50.170
<v Speaker 1>So that's the person one or I would pick one skill.

0:14:50.290 --> 0:14:53.570
<v Speaker 1>So what is one skill that you can totally master

0:14:53.810 --> 0:14:56.250
<v Speaker 1>in the next twelve months or the next six months

0:14:56.890 --> 0:14:58.530
<v Speaker 1>is going to be a skill that you're then going

0:14:58.570 --> 0:15:00.370
<v Speaker 1>to take with you for the rest of your career

0:15:00.770 --> 0:15:02.810
<v Speaker 1>and then talk to your manager and really say, like,

0:15:02.890 --> 0:15:04.690
<v Speaker 1>I really want to work on this skill, make it

0:15:04.730 --> 0:15:07.730
<v Speaker 1>your focus, and see how they can support you in that. So,

0:15:07.770 --> 0:15:10.370
<v Speaker 1>whether that's doing a course, whether that's getting yourself onto

0:15:10.370 --> 0:15:11.570
<v Speaker 1>a different project where.

0:15:11.370 --> 0:15:12.970
<v Speaker 3>You're able to develop that skill.

0:15:13.610 --> 0:15:15.330
<v Speaker 1>And what you're going to find is because you've set

0:15:15.330 --> 0:15:18.170
<v Speaker 1>yourself this goal of like either developing a relationship with

0:15:18.210 --> 0:15:21.050
<v Speaker 1>that person or that skill, you're going to take that

0:15:21.090 --> 0:15:23.050
<v Speaker 1>with you when you leave that job, Like that goes

0:15:23.050 --> 0:15:25.370
<v Speaker 1>with you for the rest of your career. Instead of

0:15:25.410 --> 0:15:28.410
<v Speaker 1>this being you know, twelve months wasted in a job

0:15:28.410 --> 0:15:31.410
<v Speaker 1>you're not motivated about, you're actually flipping it and you're like,

0:15:31.490 --> 0:15:33.690
<v Speaker 1>I'm gaining this and that's going to come with me

0:15:33.730 --> 0:15:34.450
<v Speaker 1>in my next role.

0:15:34.690 --> 0:15:39.170
<v Speaker 2>That is excellent advice, Like yay, I've never heard advice

0:15:39.210 --> 0:15:41.250
<v Speaker 2>like that before. Oh my god, I wish I had

0:15:41.250 --> 0:15:43.090
<v Speaker 2>a pen and paper on me right now. Yeah, so

0:15:43.490 --> 0:15:45.130
<v Speaker 2>I to listen back on this episode.

0:15:45.330 --> 0:15:48.610
<v Speaker 3>I'll send you the link. Yeah. That is actually a

0:15:48.610 --> 0:15:50.650
<v Speaker 3>good call out to a newsletter. So thank you for

0:15:50.690 --> 0:15:52.010
<v Speaker 3>helping you clear the busy your box.

0:15:52.410 --> 0:15:55.090
<v Speaker 1>If you want to subscribe to you our newsletter, the

0:15:55.410 --> 0:15:57.370
<v Speaker 1>link to that is in the show notes. And I

0:15:57.410 --> 0:16:00.090
<v Speaker 1>actually subscribe myself and I really like it, so shout

0:16:00.090 --> 0:16:02.010
<v Speaker 1>out to Katie who writes it.

0:16:02.010 --> 0:16:02.610
<v Speaker 3>It's awesome.

0:16:02.890 --> 0:16:05.770
<v Speaker 2>Katie is absolutely brilliant. And if you miss any of

0:16:05.770 --> 0:16:08.850
<v Speaker 2>our episodes, please go back in your podcast feed to

0:16:08.890 --> 0:16:11.010
<v Speaker 2>see what else we put out there. We'll also link

0:16:11.050 --> 0:16:13.090
<v Speaker 2>a few in our show notes. We will be back

0:16:13.130 --> 0:16:15.210
<v Speaker 2>here in your busy in box next week.

0:16:15.490 --> 0:16:27.050
<v Speaker 4>Bye bye, Mamma.

0:16:27.130 --> 0:16:30.290
<v Speaker 2>Mia acknowledges the traditional owners of land and waters that

0:16:30.370 --> 0:16:31.730
<v Speaker 2>this podcast is recorded on