 Hello and welcome to today's live special webcast, a masterclass in refreshing your career. Today we're joined by Katrina Frill from Refresh Your Thinking and today is all about you. It's about how you can reinvigorate, re-energize and refresh your career. So without any further ado I'd like to get started but before that just a quick note that we encourage you to ask questions throughout the event and interact with us as much as possible. Please feel free to use the ask a question chat feature which is located on the bottom of your screen. How are you today Katrina? I'm excited. I'm very excited too. This is an amazing topic and we've actually received so many registrations and everyone's wanting to know exactly the same thing. It's all about their feeling disillusioned in what they're currently doing. They need ways to reinvigorate themselves and their career and hopefully move forward. So is that what today is all about? Yeah. Excellent. Yeah. So we've got seven steps that we're going to go through first of all and I'd like to jump straight into that so everyone can get as much insight as possible. So let's go into step number one and this refers to the eye of the owner which we briefly spoke about before this and it's really interesting. So can you elaborate on what this actually means? I know that's the first question I ask people, I say eye the owner, what do you think of me? Yeah. And so why don't we ask you Sarah, what do you think it might mean? Well I've cheated a little bit because I have actually had this conversation with you but it is about ownership, correct, in your role and the organisation that you work for. So think about it like this. You are the current guardian of your role which makes you the CEO of your role. And so the eye of the owner for me is getting across the idea that there's some people that really take their role really seriously. They're often very proactive, they're enthusiastic, they offer up suggestions, they're nice to have around because they're solutions-orientated, etc, etc. But what might be easier is to explain perhaps the opposite of the eye of the owner first and then you'll kind of get the idea of this two types of people that are in your organisation and affecting what is going on inside the organisation. So think about it like this. Between five up to ten is eye of the owner energy. So you could be a six out of ten, you could be a seven out of ten, you could be an eight out of ten. You could be a nine out of ten, nine and a half out of ten eye of the owner. Can you imagine how awesome they would be to work with? And I tell you what, when you're hiring, that's what you want to buy. So when you want to recruit somebody, you're kind of looking for the nine, nine and a half out of ten eye of the owner. But the opposite of that, so five, four, three, two, one, nought, is what I call the fat cat mentality. So the fat cat mentality is, excuse me, doesn't matter what I do. I'm getting paid on Friday. So they're getting paid on Friday. They don't add a lot of value. They're the ones that won't come up with ideas. They'll say things like, oh, that can't be done. Oh, we've tried that already. Oh, for heaven's sakes, like, don't, you know, a more change around here. All this sort of energy. And they become cancers within a business. So what I hate about this whole thing of having these fat cats in organisations is not only are they not adding a lot of value, but I tell you what, they're better recruiters to their side of the fence than I the owner people. Because I the owner people are too busy getting on with it and being amazing. Okay, so if I've recognised that I'm a fat cat, help me. How do you then transition to I of the owner to being someone who's great to be around, someone who's really inspired in their workplace? How do you actually move from one to the other, or can you? Well, what actually happens is I believe that most people start their job with I of the owner. Bright-eyed. Bright-eyed bushy tub. Really go, can't wait, got a job. Tell all their friends, I've got this new job. It's so amazing. They get in there, they're inducted, they're enthusiastic. Their eyes are open, they're really ready to go and they give a lot of value and really try to learn what it is that they need to do. What happens is over time, the business is either set up like culturally to keep those people like that, but what I find is that's not the case. Most businesses I go into, people started at a nine, then they become an eight, then they become a seven. And by the way, just secret, start to leave the job at around a seven. Don't wait till you're a four, because you'll get more job offers at a seven energy than you would at a four energy. So anyway, so what happens is over time you start to come off and you go down, down, down. And once you can actually tell by the way you wake up in the morning and how easy it is to get out of bed, that determines where you are on the sliding scale. So if you start, by the time you're about a four, you're having all your sick leave, you are struggling to get out of bed. But by about a seven, let's say if I've got down to a seven, you maybe have been there a little bit too long. Stay in your roles. If you're still learning and the job's really evolving and challenging you and inspiring you, you'll probably stay in a role for about four years. But if you stop learning and there's nothing really changing and you're starting to get a bit bored, you'll probably only stay about two years. But really high-performing, self-managing, I the owner people, they're the ones everybody wants to hire, they may move out of a role quite quickly because they know it's not right for them. They're not learning anything from their boss or from their team or whatever, so they might go in a year. And you did touch on culture and we've done a few webinars and webcasts on the importance of culture within an organisation and how employee engagement is now bigger than what it has ever been before. So if you are someone within an organisation and you can feel yourself starting to slump and you can feel yourself drifting down to those lower digits, what if your workplace doesn't offer you the ability to change? Is it something that you need to recognise and then move on or is it something that you can maybe go to your boss with and say, look, I think we need to try and work on this culture so we can have more eye of the owners in an organisation? Well, you could answer that question from a number of points of view. I actually think this principle, this concept, actually applies not just to the individual, but you could take it to look at your team. So where is your team on this rig to scale? Then you could say, okay, let's look at the department on the rig to scale. Then we could say, let's look at the organisation on this rig to scale. So some businesses I go into are like a 4 out of 10 fat cat culture. And it's just they're dominant in terms of fat cats. That's the dominant energy in the organisation. Now, what's happened is the reason that's occurred over time is because the fat cats have been allowed to stay. A lot of leaders are scared to sack people. You know, there's laws, you know, three warnings, you know, a lot of fat cats get to keep their job and that really pisses me right off. But other organisations I go into, they've got like this culture of about a seven or an eight and what they'll get me in for is they'll say, okay, Katrina, we're doing really well. We've got these amazing high performers. I agree with you. We've got all these great eye of the owners taking responsibility and ownership and accountability and all those great things. We want to get the culture to a nine. What would that take? So I'll go in and I'll consult and I'll go and get a bit of a feel for what's going on and I'll give them a couple of tips, just often very simple things to tweak. And that'll take the organisation from an eight overall to a nine, even a nine and a half. Once you're up to a nine, nine and a half, you're in excellence. When you're a seven or an eight, you're great. But when you're a sort of a five to six, you're good. So if you think of it, are you good? Are you great? Are you in excellence from an individual, from a team, from a department, from a company point of view? And for those of you watching, I think it's a good idea to start thinking about what number you think you are at the moment and then also what number you think the culture is within your organisation and then start working on that as we progress through these tips. And at the end, we'll also let you know Katerina's also offered a free coaching session to people as well. So if you're struggling with figuring out what you are, then she'll be able to help you with that. Oh yes, we'll nail it. We'll get it down there. Yeah, okay. So in fact, everyone should have a piece of paper. They should write down the seven steps. They should put a current rating out of ten, absolutely. And then a potential rating out of ten. And that way, by the time we catch up for our free coaching session together and we can spend 30 minutes, 40 minutes together, absolutely free of charge over Skype, phone, whatever and we'll go through and look at those gaps and look at the points you're chasing overall and I'll give you like three or four great tips just to get that number up. Yeah, to go there. Because everyone's different, right? But do you know what? The fat cats won't call. No. I promise you. All I'll get, the only ones that are going to want the free coaching session, I promise you, are I the owner. That's how you can tell that's a little hint. Yeah, yeah, yeah. So it's always a pleasure to coach people and I love doing it for free because it allows me to add value really quickly. It's not hard. Yeah. It's not hard. Okay, now step number two, as we move on. Let's go to step number two. So we're going to now look at step number two. Control and influence. What's all that about? I get that, but the locus of control and influence. Please explain. Please explain. This essentially is the way I live my life. So it's my philosophy on life and what I find to be refreshed, you actually have to have headspace. You've got to have energy. You can't be like, oh, exhausted, stressed out to the eyeballs. So why I have this step in the book is because I want to give people, good people, good eye of the owners, I want to give them their energy back. So what I do is a little thing called looking at your locus of control and influence. And the first thing we look at is we go, okay, what can we control? So if there's something going on for me, I'll go, all right, Katrina, what can you control here? And really, the only thing you can control is yourself. That's it. So look at your attitude about it. Look at your mindset about it. Look at changing your energy about it. Look at letting it go. Look at all those things you guys all know what I'm talking about. But just essentially look at yourself and if I think I'm going to have a bad day, my attitude is, oh, rolling my eyes. Well, what kind of day am I going to have? Whereas if I switch that to, I'm going to have a great day. It's going to be awesome. Can't wait to see Sarah. Then naturally, I'm going to have a pretty good day. I'm going to have a great session. So that's control. Just put in brackets in what you can control yourself. Now let's go to influence. Now with influence, you can only influence others. You can't control others. But what I work with executives on is looking at working on their influencing skills. So influencing skills these days is what we used to call communication skills. Used to be what we called sales training. Used to be called leadership skills. So leadership skills, communication skills, scale skills, whatever it is you want, it really all sits in one word. You either can exercise influence or you can't. So if I'm having a great day and you, my colleague, is not, have I got the ability to exercise some influence here? So my energy, because I'm controlling my state, can I go and influence her to have a great day with me? Yeah. Right? So it's that kind of thing. Or exercising influence up. So up to your bosses and to your executives above you. Exercising influence down and sideways with your colleagues. So you get the idea around control and influence. Where I want to give you your energy back is simply getting really clear on what it is you can't control. So a couple of little easy ones is you can't control the weather. So why around the world are we wasting so much energy talking about it and whinging about it? Oh, it's cold, isn't it? Oh, it's hot, isn't it? It's an icebreaker. Okay, I get that. I do get that it's a social nicety. But okay, so weather is the weather. Anything that you can say it is what it is to sits in this zone. So weather traffic, you've got no control or influence over the traffic, it is what it is. So I don't waste any time on weather or traffic. So that aside, what else are we whinging about? What else are we moaning about? One of the things in organisations that people spend a heap of energy on is whinging about technology. Oh, the service is slow, isn't it? Oh, God. So you get really clever about taking your energy back and putting it into things that you can control and influence and really start to get super genius about getting rid of anything that you can't control and not spending any energy on it. And that will make for a great life. So if you are wasting about 30% of your energy, then put down a 7 out of 10. Okay. And if you'd like to get really good up to about a 9, then you want to only get that down to a 10%. It's so interesting because when I was younger, my grandfather told me this. You know, you remember these certain things when you were a child and he always said, stop stressing about things that you can't control at the time like, oh, yeah, Pa, whatever. Just like I need to do my maths homework, whatever. Kids are drama, they love drama. You get older and then you realise, but it's so hard to constantly think about that and remind yourself because we're all guilty of falling into the trap of, you know, having a little bit of a whinge here and there or event. But do you think if you take on this mentality, then you will even be influencing other people within your organisation and realise that it's an incredible role model. Yeah, and you'll become in eye of the owner just by doing that little work step. That's exactly right. The reason I have it and I'm so passionate about this particular concept and I use it as my own philosophy on life very seriously. So mine would be down to about a 5% wastage or a 10% wastage at this point. But most people I find are so stressed out, they're so flat out, they're exhausted on a Friday, I think a lot of the time because of this. And so that's why I'm doing it. I'm trying to say, guys, there's no need. Just, you know, as that wonderful book said, don't sweat the small stuff. It's kind of like that. Okay, so... Oh, you want to move on? Yes, let's move on. Let's go to step three now. I like the look of this one. Personal power. Right, so this is quite a serious one. A lot of the clients that I work with, either training them or coaching them, is that they don't have a lot of personal power, which means you're not very refreshed in your life. You're at the mercy of other people because you're not owning your own space. So the way to determine what you should give yourself as a rating is have a think about how do you walk into a room? If you walk into a room, you own your space, you sit right down, you pick a chair, you don't apologise for being there, you suck up air so that you can speak up and speak out, because if you don't suck up the air and don't feel like you deserve to suck up your fair share of the air, then you won't speak up and speak out. So this affects your career. If you've got to get your personal power up to, you know, a six or a seven just to be effective, you've got to own your space. All I'm owning at the moment is I'm owning this space and you are beautifully owning yours. We're owning it. We're owning it, exactly. And so if you looked at the two of us interacting, this is a nice interaction because I own my bit and you own your bit. So this is what you do and vice versa and you can really influence much more by having personal power. Now, in excellence this is so attractive. When somebody has nine, nine-and-a-half personal power, they are what we call magnetic. People describe them as charismatic, et cetera, et cetera. You get the vibe. There is nothing more attractive in a woman or a man who owns their space. They feel they have rights. Nothing worse than somebody going, oh, sorry, sorry. Do you mind if I just go to the toilet? Oh, sorry, sorry. Do you mind if I just interrupt for a minute? Like, say your piece. Everyone's allowed to talk. Get in there. But it takes personal power. So please, if this is your challenge, I really want to work with you. I really want to have that 30 minutes with you just to go through what is it in your childhood? What is it that you haven't developed your personal power in a natural way? Some kids are born with it, have you seen some kids? Whereas what I find with working with a lot of executives is this has been erased and decreased over time. Wow, that's interesting. So they were amazing as kids, but they now in the workplace, things have happened, they've lost their confidence and now they go, oh, I just don't, you know, who am I? Don't worry about it. And this will not help your career. So please, have a look at personal power. This could be a major breakthrough for some people. And I think this ties in nicely to the next step, which is what we're going to go into, which is emotional intelligence, I believe. Yeah, this has been around for about 30 years. I've been going through this at the beginning and I hear so much about it and I think a lot of people think they have a high emotional intelligence scale, or whatever you call it, but I don't really see it happening a lot out there and I think, you know, how do we determine what it is or whether we have it? Right, well there's a couple of things I'd like to say about emotional intelligence. One, it's been around a while. Second thing to realise, Google nine intelligences. So emotional intelligence is one of nine intelligences. But what was the one that was focused on at school? IQ. Right, so everyone grows up only really knowing about IQ and some kids came out going, well if I don't have high IQ I must be dumb and useless or they lose personal power, they lose confidence, whatever. But emotional intelligence today is the most respected in business. It's the one we focus on. Have you ever seen somebody that's highly academic, incredible, like an inventor, like a genius and can't get their product to market, can't sell anything, can't get anyone to take any notice? It's because IQ doesn't help you. EQ is what makes you a success and you can read up as much as you like on that. There's plenty of evidence on the internet. So it's a big one for me because when I discovered this it kind of unpacked a lot of stuff for me. So if you notice it's really two things just to put it very simply. One half of it is know thyself because if you know your triggers and your problems and your issues then you can go and fix them up. So if you know yourself you're 50% great EQ. Emotional intelligence. The other half of it is when you know yourself you are able to understand your impact on others. So then you can, if you got, I see people get like really angry. Let's say they get furious at work yell at someone inappropriately then come in the next morning and go oh Sarah sorry I was rude to you yesterday. Do you think that fixes it? Do they understand the impact they've had on you? Definitely not. They don't. So see how they don't know why they got upset. They don't know why they were triggered into anger. You should go and sort that out. And then they think saying sorry is going to fix the impact and it doesn't. So to me that kind of behaviour indicates to me low EQ. So we really want to be looking at this for ourselves. We teach it in every leadership management masterclass I do. This is in there. And every MBA around the country any course has usually got something about EQ in there. So then you can do a bit of a quiz and determine how much self-awareness have you got. How good are you at self-regulation? How much motivation have you got access to? How empathic are you? Some people are extreme empaths and other people go I don't know what people are thinking. They have no idea about other people and how they feel. And then the other one that often gets overlooked but I actually think is one of the great secrets of success is having really good social skills. Well that definitely makes sense doesn't it? Yeah just walk in the room. Hi how are you? Let's get going and you can build rapport really quickly. And be memorable. And be memorable exactly. And then you become magnetised and then you have personal power etc. So I don't want to spend heaps of time on it because I could talk about this for days. But at the very least you could simply email me and I'll send you a quiz. So you can work out where you are and where your areas of improvement are. Or I recommend the book. There's an actual book called Emotional Intelligence. Just get it. It's a standard text for all executives. So we've all read it. You guys, everyone should read it. It's just one of those best sellers of all times. And for those of you who would like any more information on what we're talking about there's a tab which says survey or feedback. One or the other might even be both. If you just click on that before you actually leave today's event and complete the feedback as we're going through just type in the additional comments what you actually like and we'll have that stuff emailed over to you. Oh cool. Okay, step number five. We're getting through the steps. I'm liking this. Well I want time for questions. Yeah, okay. This looks very fiery and powerful. Do you like this picture? Yeah, love it. So one of the secrets of success is really understanding how much fire in your belly you have on things. Some people have a heap of fire in their belly. They've got lots of get up and go and they really are the make it happen type people. Yep. And so if you could give yourself a rating out of 10 for how much initiative you have access to some people will be in excellence. This will be their strength. Have you got a lot of initiative? I think so. Yes. So do I. This is not one of my problems. Yeah. In fact what this learning for me was actually the opposite of this. What do you mean? So I have too much fire in my belly. Yep. Too much get up and go. Too much make it happen. Quite naturally. Yep. So I find that everything is a shiny pebble. Yeah. And so my learning around this to be more successful actually what I needed to do is know when to have no initiative on things and what to put all that energy into. Okay. And so that was a very big learning for me and I tell you what the minute I understood that it revolutionised my life because now I have laser focus. Okay. And that can obviously in your career so if I can relay that to your job. Is that more so knowing when to delegate. Knowing when to do something yourself. Knowing when to put a lot of energy and focus into one thing when really it's not really relevant it's not going to get the maximum outcome. Is that what we're... So for me I have to know what to put my attention on to. What's going to give me the biggest bang for my buck. Yep. Because we all only have 24-7. Yep. Oprah has 24-7. You have 24-7. Richard Branson has 24-7. We all do. We all do. So to make sure that if you've got high initiative naturally really understanding like the 80-20 rule 20% of what you're going to do is going to give you 80% of your result. So use your initiative on that 20% of stuff that's going to give you the biggest bang. Now let's bring it down to people but let's talk about people that perhaps don't have a lot of fire. Yeah. What can they do? Is it something that's just inherent in you? That's what I always thought it was. I think it is a bit of a natural thing. Yeah. Some people just have a lot of energy and they're kind of just those kind of people. They get on and get on with it type people. Get done. Yeah. But what I do, when I'm coaching somebody with this at a three or a four they really struggle to put their regimen together. They struggle to get up out of bed in the morning, struggle to think for themselves. They struggle to turn up to interviews on time. They struggle to talk at meetings. I mean there's really just low energy on everything. So what I talk about is let's find what you're actually fiery about because if your life has ended up where you're dragging your ass through the day then really you probably really haven't found your passion. You haven't got a purpose. There's no meaning in it for you. The minute you find meaning you get purpose. You got passion. I tell you what, this just turns on. And you have to have fire about something right in your life. Yeah. I have fire about my business. I have fire about my books. I have fire about being here today. Imagine if I couldn't be bothered and I had no energy. I wouldn't do it. If the idea of coming in here gave me no fire then it's not the right thing to do. So your intuition kind of gives you an idea on what you should be doing. Because it says, oh that's exciting and suddenly you have all the energy in the world. When it drains your energy and often people are in jobs that drain their energy they're not going to have a lot of initiative at work. Naturally they're not going to be very good because there's nothing there driving it. Fire drives things. Fire makes things happen. So just allow me to have that 30 minute coaching with you and we'll soon work out what switches you on. What gets you fiery. Okay. Next step. Okay. I shouldn't be in charge of this clicker. I know. Now this looks quite self-explanatory but obviously it's not going to be because I know you're going to make it into something even more amazing. So confidence. Now once again is this something that is natural in people or can you learn to be more confident and therefore have a better career? It's usually the other way round. You're born probably as a kid up till about two. You actually think the universe revolves around you. Like you are the centre of the universe. So that's why they call it the terrible twos. Because suddenly the kid realises that they're not the centre of the universe and it's not all built for them. So pretty much most people go on a journey to lose their confidence. So by the time I meet a woman or a man most of my business is working with people who are asking for more confidence. And my friend Lisa Phillips has just written her new book on confidence. The wonderful Jen Harwood she set up the confident woman series and we were involved in that. So you can see confidence is a hot topic. Everyone wants it and you know what everyone knows when they don't have it. So all I want to do here today is just show you the structure of confidence and so that you understand why you are sometimes you have confidence on something and why you don't. If you've got confidence on something you believe you can. So you have self-belief. You believe it adds value so you've got sort of some fire about it and you've practised it enough to get quite self-assured about it. Now when you're not confident let's say you start a new job you've got to ask yourself so you're self-coach. You say do I believe I can do this job? Well you wouldn't have taken the job if you didn't think you could. So self-belief is probably not the problem. Do you believe this job will add value to your life? Obviously you need a wage so you're motivated to come in and add your value and get your wage. So it adds a lot of value. So probably self-value isn't your problem. The reason you're not confident is because you haven't practised the job yet. You haven't had induction. You haven't been gentle with yourself as you learn new skills and new ways of doing things etc. Come back to the same person in three months, six months, twelve months. Okay now twelve months. Do you think confidence is an issue? No. Now let's get into the reason why people brand themselves not confident as a whole person. It's linked back to personal power. People with high personal power have natural confidence and they are willing to give things a go. They know it will take practice. So they don't beat themselves up while they're learning something new and they believe that they'll get it in the end and they have to believe that that task is important to learn. I'm starting to see the structure of it. And is your brain working out and how you've been part of yourself? Yeah and you do. You start to re-evaluate yourself and what you do on a daily basis and how you interact with other people. And I think that I'm the same. I always thought you're either a confident person or you're not a confident person but there are so many layers that actually go into it. That's exactly right. Fifty million things will come up in a year and some of them you'll be absolutely confident on and other things you'll be not confident on. So when you first did your first two-camera webcast or anything to camera were you confident? God, no. No. And I cringe when I look back at them. Did you believe you can? Yeah, well, yes. Did you think having that skill would add value? Yes. And have you stuck with it long enough to be this elegant? There you go. There you go. That's all it is. Whereas naturally low confident people they will never start the learning process in the beginning. You said, I'll do it once to the best of my ability but it's not going to be as good as what you'll be in 12 months. So confident people where I start is saying things like, okay, give it a crack. Confident people say things like that. They'll go, do you know what? I'll just do my best. How many times have I done this? I came with the attitude today going, oh, webcast. I wonder what that's all about. I'll give it a crack. Now, okay, I present all the time. Obviously I'm on stage fairly regularly so I can use those skills and say Katrina, it's likely you'll be okay today. It's likely. And it's like you've got then, tell me if I'm right, the emotional intelligence to realise that you've got those skills and you can then put them into practice in this sort of environment. That's right, self-awareness around that. You've got that self-awareness. And I came in with the attitude saying I believe I can do it and I think doing this today will add value to not just me but to the audience and people out there. And I'm quite happy to come back, Sarah, and do it again and have another practice. And I'm sure if I've done this 20 times, I'll just get better and better at it. But if this is my first time, well, give it a crack, have a go and be gentle with yourself. The last thing I'm going to do is come out of this room and start beating myself up about where I could improve or what I could have done better or any of that. Just say to yourself, you did the best you could. It was great. It was good enough. And hopefully there's one person out there going, I had a great session with Katrina today and Sarah. Yeah. Great. Understandable. Okay, now the final tip, because we've got some great questions coming through, so please keep them coming. As we move on, Katrina. Ta-da. Ta-da. Okay. So part of being really, really successful in life in general, not just your career, is actually working out where is the place where you can be most authentic. Yep. Most yourself. Yep. So give yourself a rating out of 10 for how true to yourself you can actually be in your current role. Mm-hmm. And when you say true to yourself, can you just elaborate? Well, to be fake and to put on a mask and go, okay, I've got to train now. I've got to be in front of Sarah now. I've got to do a webcast now. I'll just grab my professional mask and to put that professional mask on, do I have to really concentrate? It means I have to use a lot of energy to put that face on. Yep. In my case, I think you can gather what you see is what you get. I am what I am. Yep. I'm totally fine with that. Yeah. Some people will love you, some people probably won't. That's cool. Yeah. And I think you'll get a sense of how authentic I am and I get a sense that you're, what I see is what you are and you're being yourself. Yep. If we weren't, this would take five times the energy. So, if you want a lot of energy back and you want to be really successful in life, then the trick is to fall into your authentic self and really go on a journey. And I think a lot of people who are into personal development go on a journey very quickly to find out who are they? What's it all about? What makes them tick? What gives them fire in the belly? What's their purpose? What's their passion? And when you go on that journey and you discover all of that, suddenly you go, I'm okay. It's okay. Yeah. I am what I am. Take me as I am. It would just be so exhausting. It's exhausting. To constantly put on a facade like that. So you're wasting time. Yeah. You're wasting energy and you can't be successful because you're using all your energy up in another way. To be a fake version of yourself and pretend that you're this or you pretend that you're that. Right down to, can you tell whether I'm a really formal person or a really casual person? I think you're in the middle. Yeah. I am in the middle today. You have self-awareness. So you can adapt to your, like if you're in a formal setting or a formal environment and this was a completely different setting and it wasn't just a casual chat between us, you would be able to adapt to that situation. But because it's just a casual chat, you know that you can put on that sort of, not put on, that was my word. You can just act a little bit more casually than what you would normally. So it's almost like a scale. I would say that. Absolutely. But it would take more energy for me to pretend that I'm a very formal person. I'm actually not. I'm a very casual person and that doesn't take any energy for me to be. So imagine if I took a job in a very formal, conservative environment. Can you see how that's going for me to get through my day and for you, for me to do my job, it's going to take five times the energy, which is going to make me really tired on Friday. So if you can find a culture, find a job, find the right sort of place for yourself where you can be yourself and that is celebrated, I tell you what, you'll have a very successful life and you'll be completely refreshed every Friday. And that's what this is all about is just trying to give people seven things that they've got a lot of control and influence over that they can change and they can think about and very simply start to go, aha, I know where to put my energies now. Or even where to start. That's the biggest thing. And when to give up on things and go, do you know what, that friend of mine is draining me. I have to be not myself. So I'm out of the relationship. Exactly. Have you ever broken up with a girlfriend? Oh my gosh. Okay, so we're going to get some questions now because we've got some great ones coming through. So we'll just go to the next slide. Here's just some information. Like I said, if you want to complete the survey, you'll also just put in there that you want some free coaching and then we can organize that with Katrina. But we have a question from Sanya. So she agrees with personal power, but how does it reconcile with manners, etiquette and courtesy in a meeting? That's a very formal person asking that question. I'm taking a guess. Okay, so to me, manners and etiquette are just a given. It's the way society has developed. Without those things, society wouldn't be the great place that it actually is. So we don't just walk down the street and bump into whoever we want. That wouldn't be very refreshing. In fact, that's a really hard way to live life. So to me, being polite is kind of a given. And people with personal power know exactly how polite to be. I'm actually a bit outrageous. I'm not known for my politeness. I kind of am known more for saying how it is. And because I'm a coach, I actually have to nail the issue. So that's not always polite, but I am taking into account the people's feelings. I am adjusting my message. I am making sure that it's delivered in the most gentle way for them, but they need to get it. And so, look, I respect politeness and etiquette, but I would prefer people to speak up and speak out. And if that feels rude at first, it's only because you're not used to it. And I think if you take into account emotional intelligence, what we're talking about before and having that empathy, you know the people who you are communicating with on a regular basis. And how to present your ideas. To me, you've been successful in a meeting and you've been polite and done all the right etiquette if you get the result you were after. If you didn't get the result you were after and no one said anything or no one agreed with you, then you failed to exercise influence. And in a lot of cases I speak to a lot of executives in their jobs and a lot of them are simply just not even speaking up. So to me that's impolite to not communicate, to not collaborate, to not get involved. Sorry, Sarah, I'm getting riled up. I've got to calm down. I respect more that somebody stood up and said something than they quietly sat politely silent. Yeah, get involved. Okay, now Tara, just to let you guys know, we will actually be sending a copy of the recorded presentation from today and the PowerPoint slides. Why did I talk too quickly? I should mention that at the beginning because my bad. So you have a question from Tara here. So I think I have a lot of initiative and sometimes I possibly do too many things because of this initiative. We can all relate to that. I also think that I have some creative thinking and using my initiative may go off on a different tangent to what the managers or directors are thinking, although they haven't communicated this. So how do you harness this and channel into the right path so you are more efficient? Right, so I totally respect creative thinking and people with high initiative, I think we could safely say are going to be quite naturally creative. Now creativity is great, but everything needs to be in balance. So if you've got big muscle with creativity but no muscle with consistency, then what tends to happen is you go around changing everything all the time. Got an idea for this, I've got an improvement for that and people get exhausted with the changes. So we've got enough change to conden with without creative people with big muscles saying let's change it all the time. So I would like you to think about creativity with intelligence and saying also we respect consistency if something ain't broke, don't fix it, etc. So there's really balancing out those two things. Now I have high initiative and high creativity but what I had to learn when I had my jobs was also sticking with the process, following the system, crossing my T's, dotting my eyes and not coming up with a new fancy way of doing it all the time because businesses don't run successfully this way. They do initially in the start-up phase but a true successful business is actually successful mainly because there's a process, there's a system, it's repeatable and everyone just gets on with it. We don't have to have a new way of doing it every day. Does that answer the question? That definitely does and I think like me a lot of people can relate to those people out there and I think in organisation you probably have both types of people but it's understanding how you can balance that and make it work. Both types of people need to balance it out so these people need to actually learn how to be creative and innovative and get more of the eye of the owner so they can continuously improve and these people need to calm down and just follow the system and not change everything all the time. And just finally, just quickly because we've got about one minute to go from Jenny, I know, it's been so much fun. How can people use these steps in choosing a new job? Are there any boxes that they should tick? Because this seems like if people think a few people may realise on this event that maybe they're not in the right place, they need to move on. How do they then use these and adapt to new opportunities? Yeah, so I would be... These are all great questions actually in an interview. So I'd like recruiters to use a lot of these questions in recruiting people and finding out, asking them to rate themselves out of ten for these things and don't put people with high initiative into a process-driven job because it's not a good fit. No. But while that's not happening, come over to you as an individual and start to ask questions like what kind of culture is it here? If I was really proactive and enthusiastic about making a change, would that be accepted in the organisation and they'll sort of soon tell you, no, just we don't pay you to think? Yeah. That's one job I wouldn't take if somebody said to me, I wouldn't pay you to think Katrina, I'd be out of there. Yeah, you can just look really intelligent in interviews by asking these sort of questions around... So formulate questions around these seven things. And then I think there's so much on, like I said before, corporate culture and employee engagement on company websites. So if you are on that higher scale, you do some research on the company, you'll get a good insight or understanding as to what the culture is about before even taking that interview. You bet. And I think use your intuition. Your intuition will tell you whether this is a right fit for you and if you're desperate for a job, just think about if you are desperate for a job and you take the wrong fit, how much personal power and confidence will you lose by being in the wrong environment for you? And I tell you what, I've learnt this the hard way. Yeah. Over my 30 year career, I've often been in the wrong box and I think part of why I've written the book and part of the reason why I can talk about these issues is because I've been there, I've done it, I've been in the wrong place at the wrong time and I tell you what, you're miserable, you're unhappy and you've got no energy and I just don't want to be that person. I just don't want to be... life's too short for that. I want to be happy, have lots of energy and I want to have fun. And I think that is the perfect note to wrap yourself on. Thank you for having me. Thank you as well. It's been fantastic and thank you everyone out there for joining. We really hope you got some inspiration and you can now go back and start to reinvigorate your career and perhaps even your life and take a look at it. I know I've learnt a thing or two, maybe three. Ah, good. So please, like I said, complete the survey. Let us know if you want any more information from Katrina or read back ourselves and keep a lookout for that email which will be coming. I think it's a great, you know, to share the recording among your organisation, you know, hold a lunch and learn or something and sit down for 45 minutes and share these with the rest of your teams. I think it's great information that we don't really pay too much attention to. Wonderful. So thank you everyone. Enjoy the rest of your day and we'll see you at the next Business Skills event. Thanks for coming. Bye.