 Hey, Sabash. Hi there. And I suppose, first of all, I'll just say congratulations to all of you on the creation of a pretty awesome new meetup. Thank you. It was a beautiful part of the world at one day. I hope to be visiting in person, not virtually from my side. It's nice, good. It is really, really good to see how Agile and Scrum and just communities in general are still continuing to grow because, you know, I think one thing that's been really, really important there for the last 12 months or so has been communities supporting each other and growing. So yeah, good for you in putting your effort into this. I know how much effort goes into organizing things like this first hand. So good for you for doing this. And thanks for the introductions. So yeah, I'm Jeff. As I was saying to a few people before we actually started, someone spoke to my wife yesterday and said, oh, I hear your husband, he writes books. And she was sort of taken back, yeah, yeah, yeah, he has written books, but that's not what he does. He's just happened to have written a few things. So yeah, most of my time is not spent writing books, I can assure you. It is doing what Sebastian said, organic coaching, organic leadership, organic agility. And actually, you described it, basically, it's helping organizations create a more resilient culture. So meeting them where they are and helping them just basically become a little bit more resilient, a little bit more agile every time. Claire, however, has a real job. I don't know about that. Claire basically makes stuff, all right. She helps people make stuff. She's a VP of engineering, a company that I personally have used for, I would say, 10 years or so, and even got my most recent order from them just yesterday. So they're a move, an online printing and design company, really awesome company, really fun place to work. And as well as all the other things that Claire has to do in her job, she's spending a lot of time basically even thinking about, well, what's the next iteration of our working environment? Because it's going to continue to evolve, not just at her company, but elsewhere. And we're calling it work 2.0. But depending on where you are, what your company is doing, it might be 3.0, 4.0, even 20.0 by now. I don't know. But things have changed a lot and they're continuing to change. And I think they're going to carry on changing for a long time. I think one thing that we probably can be certain of regardless of where you're joining us from in the world, and I see in the chat we've got people from all over the world, is that your world of work and probably how you live would have been seriously disrupted over the last 12 or so months. And it's been a shift that it's probably unlikely to ever go back to the same again. And everybody's probably been affected slightly differently. For most of us, it's probably been a mixture of some mild inconveniences and some incredibly unsettling disruptions, possibly with the odd pleasant surprise thrown in as well. So we're going to see if we can gauge your personal experiences already over the last 12 months. We've got a Slido poll running. I say we. Claire is the technical genius amongst the two of us. So she's organised all this. So what we want to do is want to hear a little bit from you about what you're doing differently now as a result of the shift that we've all experienced in how we've worked over the last 12 months. So how this works is you can scan that QR code or you can just go to Slido.com in your web browser and type in that code. And you should see either on your mobile device or your web browser this question, how has work changed for you? What are you doing differently now compared to a year ago? It's completely freeform. So you can type as you would speak and we'll just, we should see what's coming in on the screen. So let's see what you're doing differently. Staying at home. Me too. Get better at facilitation. Yeah, working remotely. Wearing tracksuit bottoms. You can't see what I'm wearing. I'm wearing tracksuit bottoms. It's the classic joke, isn't it? It's the news really. You don't know what's going on at the desk, but I can assure you I'm wearing jeans. Enjoying time with my kids. More asynchronous work. We're going to talk a lot about that later on. Trying harder to connect, whether that's connecting to the internet or not, or whether it's connecting to people, I don't know. Having naps. I'm so with that person. Virtual meetings. Having naps. I'm a big fan of that. I've been told I should stop, but I like it. No control over personal time. Yeah, that's going to be challenging. We're going to talk a little bit about that as well. Making more use of Kindle books. More less sound. Less sound. That's sound. Knock-a-mute in. That's a good one. Yep, I'm enjoying having knock-a-mute. Yeah, knock-a-mute. Started freelance training. Hugging my dogs way more. Can't be that way, too much screen time. Yeah, and it's not something we can just winch to our kids about. We're kind of guilty of ourselves now as much as our kids are. Saying, can you hear me? Yeah, are you on mute? Those three in the middle. Working longer hours, working remotely, remote facilitation. Those are the really popular ones, and they are going to form quite a big part of the theme of what we're going to be talking about today. Not wearing shoes. Interesting. Or socks. I love that. No socks. I can't do it. I don't like it. Well, I can if I'm on holiday. I've always got shoes. Okay, cooking more. Lots of webinars. No commute. Less commute. Lots of meetings. Sleeping later. More control over our free time. Cool. Thank you. Thank you for that. We're going to have another Slido poll later on. So we've proven that we can make it work. We've proven that there are people out there. Yeah, we are interacting and responding with each other, which is great. So yeah, some really interesting insights there, isn't it? Lots of different things cropping up and showing that things have changed for us all. So I thought I'd kick off the presentation part of this session with a quote. It's always good to do that. This one from the New York Times, which goes to show that this community is not alone. Many, many others have had to adapt as well. We might not necessarily be in the same boat, but we're certainly experiencing the same storm. And the vast majority of people don't want to go back to what we had before. The majority of the comments we're coming through there were positive, actually. There's pros and cons to this. And lots of people, although we want to get out of the pandemic and out of lockdowns and the like, we don't want everything to go back to the way it was before. So I can see some real change happening over the next decade. We're going to see companies adapting and making the switch from being fully in the office to hybrid or semi-remote and maybe even fully remote. Because people just don't want to go back to what it was before. You have all seen the benefits of doing things in a different way. And we've had our eyes open to the possibilities. So people are going to want to make choices based on their own needs and demand the level of flexibility to be perfectly honest. And the companies that can offer that flexible approach are going to be the ones that are going to attract the best talent and in turn they will thrive. So Geoff and I are going to spend the next, I don't know, 10, 15 minutes talking through some eight predictions, hopefully to provoke some thought and get your minds worrying a little bit. And then we'll come back to a bit more discussion and question at the end of this. So I shall kick off and well, Geoff and I are going to talk through our eight predictions of next. All right, I've just said that. So yeah, here are our predictions on how it's all going to work. So the first one, company clubhouses. So most of our companies probably had reasonable offices in the past. They might have been big or they might have been small. Most certainly had a very grand office in the middle of London. It could accommodate 250, 300 people. But I think going forward as we start working in working in a different way, we're going to see much smaller offices and complexes where there are more, more, more collaboration. So you have people that are going into the office one or two days a week. And it will make these smaller club-like offices more vibrant, you know, be much more about social connection. So I'm envisaging these to be more like resorts. So you'll have employees popping in once or twice a week. And it will all be about collaboration. You're rather than you won't be going into the office to sit there with your headphones on to do your work. You're going to be going in to collaborate with your colleagues. And these spaces are going to be outstanding. They'll be providing the best employee experiences. You'll have great remote working facilities, awesome videoconferencing facilities. And there'll be things going on in and around in the morning and the evening as well. You're encouraging people to come in and use that space for things beyond work as well. So encouraging moments of plan setting, dip and dee. So what might that look like? You know, I think more business lounge rather than rather than Google campus. But yeah, something more like this type of space rather than lots and lots of offices, lots of people crammed in on backs and backs of desks. So I can see spaces being split between collaborative working slash meeting rooms, you know, with some really brilliant technology and logistics to make that in-person experience amazing. If you're going to go into the office to collaborate with someone, you'll have everything that you need at your fingertips to do. So, you know, be that unlimited supplies of post-it notes and sharpies or your high quality videoconferencing facilities for you to engage with people. So the working lounges will replace or I think working lounges will replace rows and rows and backs of desks. You don't think we will go into the office anymore and see that type of environment where you walk in and there are tons and tons of desks. I think it'll be more touchdown areas, hot desks and business lounges. You'll see you can sit down and talk with someone for shorter periods of time before you're up and off again. And of course, people will want to do some work in the office as well. I think they will be, you know, dedicated quieter zones for people to do that and they're being a much more smaller proportion than they are today. And yeah, I can envisage a much bigger investment in areas such as company all-hands. You've, again, put an investment into technology and immersive experiences. So you're building a cinema-like experience or a restaurant-like experience. You might even have food and drink available. And these are spaces that are going to be big enough to accommodate a whole company to come into the office if required, which also makes them quite flexible, flexible spaces to be used for other purposes as well. If you want to have yoga classes in the morning or movie nights in the evening, these spaces can be flexible for that as well, which means that these will become social hubs not just for employees, but other visitors as well. It might start becoming normal to be bringing your family to work rather than just working from home. So that's my first prediction, smaller club-like spaces. So my second one is asynchre is working. This is maybe not a big surprise, but I really do think asynchre is a future. If we're only going to be in the office a couple of days a week, then what's going to change the rest of the time? Asynchre is working a way where you're communicating with people without expecting an immediate response is going to be key. And I really think it's one of the most underrated and important factors in team productivity and remote and hybrid teams. As we've gone through the pandemic, many companies have just tried to replicate what they do in the office while working from home. And let's face it, for many companies that was actually a big step. But we're going to have to go beyond that if we want to get better. Large amounts of real-time communications via video call can be draining and it's not really required in reality. There's lots of other ways for us to communicate if you put a bit more thought into it. So I think we do need to put more thought and effort in how teams communicate and working in any synchronous manner. And this is really going to be a game changer. And I think we're going to see a burst of new tools emerging to support us doing this. There'll be way more things available than Slido and Zoom. I don't even know what they will be yet, but there's going to be tons of them for us to assess, investigate, try out, test out at meetups and experiment and learn and fail. And it means that leaders, managers, and coaches and organisations are going to have to keep up with the learning curve and learn all these new techniques to support their teams. So here's just to put that into practice a little bit. Here's a communications pyramid. And I'm actually in the process of building one of these for Moe. But this one's from a company called Doist, where they've modelled out the different tools that they're using for different asynchronous communications. So I think every company is going to need to put some thought into which method is most important for which type of work and provide guidance to employees on tooling and the best methods to do it. I think over time, as people get more accustomed to these methods, the volume of synchronous work will decline anyway. As people get more comfortable with doing things asynchronously, they'll still see the benefit of the flexibility of doing things in an async manner. And I think leaders or coaches, managers that are struggling to do this are going to find this really, really hard. It'll be a real change for some people. In reality, I think these pyramids need to be moving more to be doing as much as we can in a synchronous manner. So related but slightly different is narrative building. So I've been trying to do some more asynchronous communications in my work already. And you're trying to do more in the written format and sending pre-reads out and the like. And I've realised that the tone in my written communications can come across a bit cynical and negative sometimes as my boss could tell you. It's a real skill being able to tell a story. And you're standing up or speaking up across verbally is one thing. But doing it asynchronously via audio or the written format is something completely different again. So when everyone is in the office the whole time, companies are going to have to search for better ways to communicate more effectively. And that storytelling is going to be absolutely vital. You're beating the written or the verbal format in order to share company vision and ensure everyone's heading in the same direction. That's hard enough to do when we're all in the office and it'd be even harder working in a remote and hybrid way. But it's vital to make sure everyone's been kept in the loop on what's going on. So I think the most successful leaders and team members will be great writers and they'll be able to do it concisely. They'll be able to capture their logic in the written format well. So others can consume and contribute to that in a nice synchronous manner. You know, I think tools that will enable others to do this are going to explode. There will be lots of different ways to help us get better at this. I mean, another sort of method is podcasts. Here's an example from Trader Joe's. You know, text-based and video-based can cause a lot of stress. You know, information overloads. So I think we'll need to think about using a different mix of channels and different methods. So you're something like an internal company podcast could be a way to do that. And Trader Joe's have a really popular and effective one there as an example. But I also think things like async audio or short video clips will become really popular. You know, a clubhouse as an example of async has already been popularized. And I've started trying to use Loom a little bit. And with my long-winded pre-read sending a 30 to 60 minute video clip to convey the sentiment of what I'm trying to get across so people can understand it whilst they're reading it asynchronously. So narrative building and storytelling is going to be really, really important. Right, now I'm going to hand over to Geoff to tell you, to talk to you a little bit more about outcomes and outputs. Yeah, cool. So one of the things that I've really noticed since the pandemic started is that I've seen the difference between the companies that really took Agile seriously and those that didn't. Because it's really forced companies to accept and acknowledge something that a lot of us have been pushing for for a long time. And the companies that really did get the fact that it's not about how long you work, but what comes out of it. They've actually really thrived in the pandemic because they've already built trusting relationships with autonomous people and autonomous teams. The organizations that perhaps were paying lip service to it, they've had to play real catch up or revert back to real micro management. And, you know, in the knowledge economy, the complex environment that most of us are operating in, simply just working eight hours doesn't guarantee success. Doing something for longer doesn't correlate with higher output. And this has really, really magnified that for many organizations. I think that's a good thing. And so because of this, hopefully more companies are realizing that more employees need to have greater control of how they do their work. And so the best workers, they're going to be attracted to the organizations that really do trust their people, that really do let them design their work data be most effective. And they're going to focus on what they produce, not on how long they're working, or how many lines of code they're creating. It doesn't matter when they do it, how they do it, they just do it. They don't need to worry about padding out their time sheets. And so you're probably going to see a lot more focus on, there'll probably be better things than this in the future, but things like OKRs and CFRs, things like that, they're going to be focused on trying to support people who are focusing on outcomes rather than output. And that's really important because not, I mean, these stats here are taken from the UK, but I don't think they're too unrepresentative of the world. We spend a lot of our time at work. And we all need a better way to manage that. So if we've got much more freedom to choose how we're going to do our work, and we don't have to worry about coming into an office from nine to five simply because that's how things have always been done in the industrialized world, then we can start thinking about our work as one big value string. We can almost do a value string mapping exercise on our working day, our working week and start thinking, well, how much of our time is actually value add? How much of it is metaphorically banging our head against the wall or overhead or waste or frustration? And you think of the lot of the overtime that we do. So you can see 204 days overtime. A lot of that historically is because we're not very good at getting to outcomes. And our major compensation is extra output. That's all we can do. We'll just work longer. We'll try and catch up or prove that we work really hard. And that has really, I think we saw this in some of the comments in the Slido poll, that's really only got worse in the last 12 months. It's been harder to stop work. And when we're unsure about whether we're hitting our goals or we're unsure about what people are thinking of us, whether they suspect we're slacking, it's much easier to just log on again and do a little bit more because we've got all the stuff here, it's there, but the boundaries are so blurred. And that has, for many of us, led to a decline in our health and well-being. Now, well-being is sort of hot topic at the moment, and rightly so, because it's not all about the work. The good news is, and again this came out in the Slido poll, but we've got less commuting time. So we're not spending two hours, three hours a day on the train or commuting to work. So we've got more flexibility in how we work, which should mean that we've got more time for health and well-being. And I personally know people who are going out for a run in the middle of the day or they are being there for childcare. Sometimes we've had to because we've been home-schooling, so it obviously hasn't been truly remote or home-working. But we've been integrating our work and our lives rather than trying to balance them. Normally you'd hear about work-life balance. This is a little bit more about work-life integration, if you like. How can we build our working life around our personal life? And I think companies, we're starting to see that. We're starting to see them recognize that, not just from a well-being perspective, but seeing the opportunities they've got. So we're seeing different kinds of benefits packages, for example, to match the perks that our new lifestyle is giving us. So we don't need to worry about some of the previous things that would be quite attractive to us. We're seeing things like mandatory breaks, days off, extra, not public holidays, but private holidays, to make sure that we are striking a pretty good energy balance and make sure that we're not burning out there. We're not blurring those boundaries. We're seeing organizations turn off email service between certain times and having sort of blackouts for periods, so that people aren't able to just go on and do emails in the middle of the night. I think we're probably going to see more of that kind of stuff, sort of flexible mix and match benefits, things like subscriptions to Headspace and Disney Plus or health food subscriptions, things like that. And instead of your cycle to work subsidies, you're probably going to get cycle at home subsidies. I've seen organizations that are providing pellets and subscriptions and the like to enable people to work and live healthier and more mindfully. I haven't yet got it, you can't see underneath my desk, but someone I know who has had for a while a mini treadmill underneath their desk, so they're sort of in their meetings and they're walking, they're getting their 10,000 steps in a day on their treadmill. I like the idea of that. I know people who've got their sort of indoor, I can't remember the name of it, basically an indoor exercise bike, and they're cycling at a relatively pedestrian pace, but they're still exercising while they're in meetings a little bit wobbly, but they're integrating things, which I think you're going to see more of. The other thing I think you're going to see more of is changes in where we live and how we live. Now, my daughter is currently trying, bless her, to finish her A-level exams and these are the exams that would get her into university if she wants to go to university. I really feel for her because not only is she turned 18 during the pandemic, which you can't get back again, she's trying to do, she's trying to navigate this really stressful time of these really important exams through a massive amount of upheaval and uncertainty where she's been sometimes trying to study at home with an 18-month-old toddler running around creating havoc and her brother hogging the bandwidth with playing Fortnite, but she's also thinking about, well, where am I going to live? She's certainly leaving home, so I'm going to be moving to a city where that's where all the jobs are, but it's so different. We could be potentially about to see the biggest urban rural shift for over a generation. This could be absolutely huge. It might not be, but it could be. There's already been a greater shift towards the local and away from the regional and the global. I think it's probably going to increase even more because people are going to reclaim that commute time and they won't want to give that up again. They're going to connect more with the people and the environment around them. It's only really been through this pandemic time that I've really spoken to the people who live near me because I've been here more. At the moment, not everybody lives somewhere with a spare room that they can use as an office. They didn't buy their house thinking, I'm going to be working from home more. Equally, a lot of people haven't got their own garden, green space. I think there's going to see more people move out of those big cities towards the suburbs, the small cities, the villages. It's a lower cost of living at the moment, although if the demand is higher in those places, it won't last that way. But a higher quality of life, properties with a garden and a spare room. We're probably going to see some more small cities in those. Because of that, we're going to see infrastructure investment, faster internet, better schools because more people are going to be moving there. Myself, I live in a town, not a city, over 100 miles away from London. We're having two or three new schools being built right now. We're having our infrastructure upgraded simply because we're having a new cyber hub built here, which would typically have been built somewhere closer, say, to London, like Reading or something like that. But it's being built in a little town called Cheltenham, 100 miles away from London. And we've had this neighborhood plan come through recently, which is the result of the collaboration between the people behind the cyber park and the local neighborhoods, talking about how they're going to create this new village, this neighborhood plan, this park that's going to accommodate more interesting and new and futuristic working, but also benefit the local community with sort of, as you can see on there, public arts and different traffic and sports and luxury planes. There's going to be a lot more of that. I even know of a few people who've sold up, sold their houses, bought an RV and turned it into their portable home office. And they're taking this opportunity to be a truly flexible worker. So I don't think that's going to be really rare. I think that's going to become more common. You're probably even going to see little temporary workspace campuses for things like, you know, maybe RVs or something like that, spreading it up. So, you know, traveling the world, traveling the area and working wherever we are. So those are some of my predictions. And these please nice nicely onto the last couple. So if we've started that you're getting getting smaller, you go from big cities into little cities and local areas, maybe even an RV. Let's zoom it back out again. You know, I think there will also be, you know, this will make the workforce more fluid in general. You're going to have other people that want to explore the whole world. So I expect to see countries offering remote working visas, be that on a full or remote time, part time basis, you know, to attract people to the local area and boost their economy. You know, this is already happening. You know, a quick, a quick call this morning, I found 16 different countries already doing this, you know, from the Caribbean to Croatia. Don't know if Mauritius is offering one yet. Maybe in the future, who knows. Yeah, I think companies are saying they are and you get a free vaccine when you do. Yeah, there we go. There we go. I shall be checking it out once we, once we finish this. But yeah, I can see this happening more and more. You know, the workforces are more fluid. You know, people are looking for different ways to build communities and boost the local economies. And you know, all of us are realizing we're a little bit less tethered to a space. And you're not everybody's going to want up, up sticks and move and, you know, living in RV or whatever. But having some flexibility is a huge, huge perk. And I think companies that can offer these types of benefits for, you know, digital, digital, no ads that have less ties to a single, a single area. You know, it's a huge opportunity. You know, this doesn't necessarily mean going off and traveling the, traveling, traveling the world all year round. You know, it might be six or eight weeks over the, over the summer, or you're going off for the, going off for the winter. And I think, you know, taking this a stage further, you know, I'm a parent myself. So I might not be able to take advantage of some of these things, you know, so a growing, growing family. But you know, but I'd love to see, you know, the world in general start to think about how we could synchronise our education, for example, that would help make life easier for families to be more fluid in their, in these experiences as well. You know, like kids growing up and being able to experience different cultures and different, different environments is an amazing opportunity. So that's maybe a longer term projection, but it's one that I would, one that I would love to see. So yeah, I see companies creating lots of work from almost anywhere policies. You know, they may give guidance on, on when people must be available for, you know, for example, you might want to say, you know, between two and, two and six GMT, you need to be, you need to be online in order to collaborate, collaborate with your colleagues and your peers. But outside of that, it doesn't matter. And we're not going to insist on a specific location either. You know, all you need is some IT and a stable internet connection at the end of the day. And as long as you're clear of what your outcomes are, how, how you go about doing it and where you go about doing it to, to be honest is, is up to, is up to you. So rather than this being a sort of fully remote, because I think that there are plenty companies that are not plenty, but there are some companies already offering fully remote. I think your companies are thinking more about hybrid or semi remote. May, you know, most considering a concept called whole pass, which would be two, maybe three months a year. You haven't quite figured out the policy to be honest. But if you've been with the company for, for a certain amount of time, then you unlock that benefit. And for two or three months of a year, you can be more, more flexible and go, go, maybe go work somewhere warm and maybe go to Mauritius for the winter or something like that. That might be my aim for this year. Yeah, digital nomad visas. And yeah, from all of this, you sort of blew this up, all these, all these, this crazy thinking, but yeah, new roles are going to, are going to emerge. This is going to require lots of different ways of working. And companies are going to need to dedicate roles to own the remote and hybrid working experience for, for their, for their employees. You know, with much more emphasis on this, there's going to need to be people dedicated to doing it. You're creating, creating these models and coming up with these ideas in the first place is, is hard work. And someone's got to think about how to, how to do it. I mean, how many people are, are working from home right now, not quite sure what their company's going to do in one or, you know, a couple of months time when things start, things start looking down, unlocking, sorry, but you know, the pandemic is easing down. There's a lot, a lot of thinking to be done around how, how we bring back to work, people back to work, not just in a safe manner, but you know, in a way that they're taking advantage of the, of the opportunity. And then there's, you know, doing it one off is, is just a start, isn't it? It will have incremental improvements, we'll have to sustain it, we'll have to improve it. You know, it's going to all be around these internal communities, regardless of where, regardless of where the people are. So, you know, building a great company culture and a hybrid and remote environment isn't going to happen by itself. You're going to need to be people there to, to nurture it and make sure it, make sure it happens. And I don't know about any of you, maybe you can chuck in the chat, if any of you's have seen any, any job titles out there of, of companies advertising roles like this, but I've started to see a few. And they tend to be HR, sort of people management oriented, but I've seen job titles such as community builder, you know, communications helper, facilitator, wellbeing coaches, you know, I see things like this, things like this appearing already. So, I can't see the chat to see if any of you's have, I've, I've read anything, but I'll go back and look in a minute. Yeah, but I'll keep you updated. Yeah, keep you going. Yeah, cool. But like the whole topic of this talk was what does this mean for Agile Co-Chain. You know, I'm sure all of us are looking forward to the day where we can go back, back into the office and, and run a workshop where we can throw up, post it notes on the wall, you know, and everybody being engaged and swarming, swarming around a whiteboard. But you know, it's more likely that these things are going to happen maybe, maybe once a week or once a month or once, once a quarter. But, you know, we'll have to think of different, different ways to do it. But the, you know, the thing that I wanted to highlight and, you know, get us thinking about for the last part of this, last part of this discussion is that Agile Co-Chain competencies are very, very relevant to all the things I've just described. You know, the, you know, good Agile Co-Chain should have a strong facilitation skills. You know, hopefully we're getting up-skilled and figuring out how to, how to run things, run things remotely. You know, we can, we can teach people how to, how to do that. Doesn't always have to be the Agile Co-Chain that does something. You know, we can teach and mentor other people and how to do it. And that will be difficult for some people. They might not like adapting to it. They might not think they can leave someone to do their, their outcomes by themselves and might want to micromanage them. That's going to require some professional coaching for some folks to help them, to help them through that. And, you know, all of the masteries as well are very, very, very relevant here as well. So, you know, Jeff was joking earlier about my technical mastery. I don't know if I would call myself a technical master in anything nowadays, but if I can get a Zoom call working over Slido, then I'm doing all right, I guess. But like that is the type of thing that's going to become, become quite important, just knowing how to, knowing how to make these things work. And it'd be, it'd be seamless and being able to, you know, do some, have a backup plan in case, in case it goes, in case it goes wrong. You know, the, you know, the business mastery angle is, is even more important. You know, we're starting to thinking about outcomes over, over outputs, you know, some of the product mastery that we might, that we might have some expertise in could come in useful. We'd want to Jeff's other books, if you're not familiar with that. Nice. And you know, I mean, arguably most important is the transformation mastery. You know, in any of us that have started doing more training or working outside in, outside of technology engineering and product teams and start to work across a whole organization, you know, being a change catalyst and a change agent across an organization and helping them think differently about things is absolutely vital and really important in this world. So I've talked about everything there, bar the agile lean practitioner. That doesn't mean it's not relevant for some of the concepts and principles from the, from the manifesto embrace everything that I've just described. So you might not be applying it to a scrum framework or you're working with software engineering teams, but those, those practices and principles in the manifesto are just, just as important. So yeah, I mean, the, the, if we think about new roles emerging, I'm really surprised that we're not seeing industry calling upon our community to, to help more, to be perfectly honest. I'm surprised that we're not seeing more adverts for agile coaches to go and help with, help with some of these problems. So I think us as a community have a, have a job to, to show ourselves off and demonstrate and explain to people the skills that we have. And you'll be that inside your own organization. So you can, you can, you can help with things. Or yes, as a whole community, I'd, you know, I'd love to see us all just shouting about these competencies that we've got and reminding the whole world that we're here to, here to help, you know, because by and large, you know, we're all pretty empathetic people. I want to, I want to, I want to help folks at the end of the day, don't we? Right, let's summarize that up a little bit. So we've talked about eight different things, company, company clubhouses. So big, big offices getting smaller and being more, more collaborative, asynchronous working. So there have been lots of different ways of working beyond doing things in an instant manner, like video calls, like now, getting much better at our storytelling and doing it in ways such as a written format or maybe async audio. You're really, really thinking about how we, how we work for outcomes and, you know, explaining to people what the, what the goal is and giving them the freedom to go off and go off and do it whenever, whenever they want, which will help all of our health and wellbeing. You'll be able to have much more flexibility and integrating our work and our lives together is going to be, is going to be awesome. You know, companies will start thinking about how they can adapt their benefits packages to do so. We might all start thinking about moving or getting more engaged with our local community and thinking about what's happening in our media surroundings. Or maybe we want to start traveling the world a little bit more, you know, be that on a full-time or a part-time basis, maybe taking, taking advantages of schemes such as Mauritius and go and see different parts of the, parts of the world. And yeah, new roles are going to emerge, but maybe agile coaches can, can fill some of them. So I think I'm going to pass, pass back to Jeff now to start, start hearing a bit more from you guys on all of this. Well, yeah, we, we want you to start telling us what you, what you think might happen now, what you think you might be interested in doing, what you think other agile coaches have to offer and other change agents have to offer in this space. So we're going back to our Slido poll and you, when you, when you log on now, when you scan the QR code, when you go to the same, same page with that same code, you should see a new question. And that question should say, how could your role adapt to this type of environment? So think about how you might be able to proactively evolve your role, how your organization might want you or need you to evolve your role, or perhaps the community around you might want you to evolve your role. How can you and your skill set and your mindset help see what comes up? Bring some more life coaching in. So we had another comment from Al Ender in the, in the corner. He feels half your job is already well being coaching. There is, and that quite, I hear a lot of people saying, I feel like a little bit of a psychiatrist or a bit of a therapist for my team at the moment. There is a lot from a leadership perspective here, whether it's team leadership or organizational leadership in terms of making sure that people are okay. Learn and apply more about mindfulness. Yeah, this sort of self-management, self-regulation, self-awareness, emotional management, invested in being a better story teller. We have lots of stories to tell. So he's a practice telling them. Building more human workplaces, contribute in having a more positive work environment in the workplace. Nomad mindset. Maybe define what that is for you, trusting the team, facilitating social occasions. It's, it's something that can be done. You know, we had, we've had spandex comedians and singer songwriters over Zoom, all sorts of social occasions playing games over Zoom watching Netflix party mode and things like that. Connecting people with their needs. Yes, find out what their needs are, what needs are lacking that might be causing me to struggle. Meet the needs. Free people up. Creating psychologically safe environment. Yeah, we need, we need to feel comfortable to be able to take advantage of the opportunities that this situation is giving us. That involves trust and it involves trusting ourselves and also a little bit of self-discipline as well. So psychological safe environment. Challenging the non-value at work. What could we strip out of what we're doing and focus on our outcomes instead? Sedutation skills. Helping people to avoid burnout. Listening to them. Creating environment where people would love to come to work. I think that's, that's, that's got to be the first thing, isn't it? Create an environment where we want to come back, where we want to get better, where we want to keep going. And a lot of that will come from empathy. Not looking for personal gain. Attention to neurodiversity. Yeah, neuro-emote context. Absolutely. Good, good, good. What's that? Canva. I think Digital Fern in Australia has no agile coaches, but has an entire internal life coaching practice to support staff. Seems they're well ahead of the wellness curve. Good for them. I'm a big fan of Canva as well. I'm a personal user. My daughter, again, I bring my daughter. She was a, what do they call her? Mindfulness. Mental first aid coach, I think it was. So a lot of the students were given training in mental. Are you at that, Matt? Hey, folks. We have someone. There we go. I wonder if breaking down how we traditionally think about work will lead to more people actually questioning the value of work and then designing lines that require less work. You might be onto something there at least. That definitely is certainly a conversation worth having. Cool. Entering and coaching executives to help them about that. That's a listening. So yeah, there's a lot more of these people skills, aren't there? What we typically, in the old days, perhaps be referred to as soft skills, but increasingly important to increase that sense of connection and support of one another. I think I've been called lots of things in my life, but I'm generally a believer that if we're okay, then we will do good things. So if I'm seeing dysfunctional behavior or disruptive behavior, that is generally a sign of someone's fundamental needs not being met. And if I can help those needs be met, then people will naturally want to be successful. They'll want to try. They'll want to have value. So good, good. All right, loads and loads of ideas. Let's hand back to Denisha. Yes, thank you. Thank you, Claire and Jeff. It was very nice to have you all the late in Russia. So we had for our first meetup, it was a nice participation. So we came around 35 at some point. So that was good. And it's a very interesting topic. I think it reached us to a lot of us already on the meetup. So it's our first inaugural and we're getting some messages. So I'm sure to send it across to you for those who couldn't like stay a bit longer. But thanks a lot. And it was a very pleasure. And maybe next year when we'll be able to travel, you can come to Russia's for next event. Thank you. Thanks a lot. That would be great. Thanks a lot. Take care. Thanks for having us. See you later. Bye.