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<v Joanne Lockwood>Welcome to Inclusion Bites, your sanctuary

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<v Joanne Lockwood>for bold conversations that spark change. I'm Joanne Lockwood,

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<v Joanne Lockwood>your guide on this journey of exploration into the heart of

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<v Joanne Lockwood>inclusion, belonging and societal transformation.

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<v Joanne Lockwood>Ever wondered what it truly takes to create a world? Remember, everyone

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<v Joanne Lockwood>not only belongs, but thrives. You're not alone.

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<v Joanne Lockwood>Join me as we uncover the unseen, challenge

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<v Joanne Lockwood>the status quo and share stories that resonate

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<v Joanne Lockwood>deep within. Ready to dive in? Whether you're

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<v Joanne Lockwood>sipping your morning coffee or winding down after a long day, let's

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<v Joanne Lockwood>connect, reflect and inspire action together.

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<v Joanne Lockwood>Don't forget, you can be part of the conversation too. Reach out

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<v Joanne Lockwood>to jo.lockwood@seechangehappen.co.uk

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<v Joanne Lockwood>to share your insights or to join me on the show.

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<v Joanne Lockwood>So adjust your earbuds and settle in. It's time to

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<v Joanne Lockwood>ignite the spark of inclusion with Inclusion Bites.

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<v Joanne Lockwood>And today is episode 164 with the

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<v Joanne Lockwood>title Harnessing Humanity for Success.

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<v Joanne Lockwood>I have the absolute honour and privilege to welcome Bhavesh

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<v Joanne Lockwood>Naik. Bhavesh is a business performance and longevity

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<v Joanne Lockwood>expert who helps leaders build thriving, resilient

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<v Joanne Lockwood>organisations by embracing the humanness of their people.

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<v Joanne Lockwood>And when I asked Bhavesh to describe his superpower, he said it

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<v Joanne Lockwood>is that he brings a deeply realised sense of self

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<v Joanne Lockwood>awareness, leadership and organisational success. Hello, Bhavesh.

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<v Joanne Lockwood>Welcome to the show. Thank you so much, Joanne, for having me.

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<v Bhavesh Naik>Glad to see you. That's a pleasure. So you're based Washington, is it? If I

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<v Bhavesh Naik>remember rightly, I'm Outside of Washington D.C. about 10

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<v Bhavesh Naik>miles north, northwest, so I'm in Montgomery

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<v Bhavesh Naik>county for those who might be familiar with the area

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<v Bhavesh Naik>here. Fantastic. Outside, is it like out there

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<v Joanne Lockwood>at the moment? So we're in February, aren't we? Is it cold?

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<v Joanne Lockwood>You get icy breezes. It gets cold, yes. Right now today

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<v Bhavesh Naik>is probably 20 degrees Fahrenheit and I don't

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<v Bhavesh Naik>know what that translates into. Incentigrade, that is definitely below zero, but it might be

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<v Bhavesh Naik>like 5, 10 degrees below zero. And that, that's pretty, pretty normal for us,

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<v Bhavesh Naik>you know, this time of the year. So it's, you know. Right. Winter is about

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<v Bhavesh Naik>to be over, hopefully. But it's cold, luckily. We used to have

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<v Bhavesh Naik>some storms like really bad snowstorms 5 years, 10 years ago,

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<v Bhavesh Naik>but we haven't had those for a while. So that's some good news. And I

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<v Bhavesh Naik>don't know if that's good news or bad news because I know. So it's just

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<v Joanne Lockwood>cold. There's no strong winds and pouring rain and snow. It's just

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<v Joanne Lockwood>cold. That's true. Yeah, yeah, it's just cold. Bit like going skiing. It's just

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<v Joanne Lockwood>cold. It's not. It's nice sun, but cold. Exactly,

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<v Bhavesh Naik>exactly, yeah, Cold, yeah. As we're saying, when I read out the

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<v Joanne Lockwood>introduction just now, you believe in self awareness and I'm a great

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<v Joanne Lockwood>believer in emotional intelligence and being self. Aware. So

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<v Joanne Lockwood>how does that manifest itself for you in high performing

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<v Joanne Lockwood>workplaces or what got you into the work you're doing

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<v Joanne Lockwood>now? Yeah, so self awareness and I, if I can go back a

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<v Bhavesh Naik>little bit. So self awareness to me is, first of all,

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<v Bhavesh Naik>it's just terminology, views, it's not even a belief to me.

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<v Bhavesh Naik>It is an experience of being in a certain way,

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<v Bhavesh Naik>if that makes sense. So self awareness. So if

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<v Bhavesh Naik>someone googled self awareness, right, There will be a

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<v Bhavesh Naik>definition that Google spits out which would be some version of, okay, being aware of

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<v Bhavesh Naik>your strengths and weaknesses. Now that's a very intellectualised version of that. I don't know

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<v Bhavesh Naik>where that comes from, but when I talk about self awareness, self

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<v Bhavesh Naik>awareness to me is more of the classic definition or more of a common sense,

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<v Bhavesh Naik>the literal definition of self awareness, which is self aware

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<v Bhavesh Naik>awareness of the self. So self is here, this person right

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<v Bhavesh Naik>here speaking to you and being aware of this person

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<v Bhavesh Naik>and all his surroundings, right? So. And I like to do this,

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<v Bhavesh Naik>a bit of an experiment and I want to do this with you if you're

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<v Bhavesh Naik>game. Joanne, can we do that a little bit? Yeah, yeah, let's go for it.

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<v Joanne Lockwood>Yeah. So just to kind of prove a point, I like to show rather than

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<v Bhavesh Naik>tell because you can use a lot of words, but when you so and

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<v Bhavesh Naik>our listeners can follow along with us, here I am talking to

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<v Bhavesh Naik>you. This is my perspective, this person right here, right?

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<v Bhavesh Naik>And I have my internal experience, right? My thoughts and feelings and

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<v Bhavesh Naik>all of those things. And then I have my senses, right? So I'm interacting

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<v Bhavesh Naik>with the outside. So there's sounds and you know, sights and

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<v Bhavesh Naik>you know, pictures and all the other senses. Like we have five senses.

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<v Bhavesh Naik>So there's this person talking to you and then there is you.

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<v Bhavesh Naik>So there is your perspective. You're talking from there or you

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<v Bhavesh Naik>seeing out from that side right now for both

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<v Bhavesh Naik>of us there's also, if you know, we have this ability as

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<v Bhavesh Naik>humans to be able to see ourselves doing

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<v Bhavesh Naik>whatever it is that we're doing so we can bring an awareness

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<v Bhavesh Naik>to this person. It's almost like you're coming out of the body and looking at

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<v Bhavesh Naik>ourselves, but not looking at ourselves, just feeling ourselves. So

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<v Joanne Lockwood>like playing a video game where you're controlling your first person shooter, you're

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<v Joanne Lockwood>controlling your character on the screen from above rather than being through the

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<v Joanne Lockwood>eyes. You're exactly an aerial view. Yeah. Now experience.

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<v Bhavesh Naik>Do you feel that a little bit? Yeah, sometimes, yeah, yeah, yeah. So

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<v Bhavesh Naik>it's in this moment, right here, right now. So we're

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<v Bhavesh Naik>having this conversation, right? And I'm speaking to you, and yet

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<v Bhavesh Naik>there is a faculty here that allows me to

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<v Bhavesh Naik>observe me speaking to you, having this interaction with

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<v Bhavesh Naik>you. Yeah, I can snap my mind into that. Yeah. It's not default.

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<v Joanne Lockwood>Yeah, I can. It's not default. Yes. Yeah, but you can get

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<v Bhavesh Naik>into that. And did you get into it? I can see myself in the corner

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<v Joanne Lockwood>of the room over there and see me at the desk. I can do that.

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<v Joanne Lockwood>Yeah. Okay. Right. And you're using the intellect a little

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<v Bhavesh Naik>bit and it's even easier than that or it's even simpler than that. But

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<v Bhavesh Naik>we can't do it because. Because we've been trained not to do it.

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<v Bhavesh Naik>The children are very much like that, right. When they are toddlers, they

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<v Bhavesh Naik>are leaving that state and then our intellect pulls us out of it.

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<v Bhavesh Naik>So that is the self awareness that I'm speaking of. And when

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<v Bhavesh Naik>I talk about self awareness, the realised sense of self

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<v Bhavesh Naik>awareness, and that's a key word, right. It's not just intellectualised sense of

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<v Bhavesh Naik>self awareness, it's just being here and experiencing it here.

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<v Bhavesh Naik>And I'm here most of the time just observing

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<v Bhavesh Naik>whatever this person is doing right now. I go in and out of it,

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<v Bhavesh Naik>but I'm probably there 60, 70% of the time when I'm awake. And

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<v Bhavesh Naik>that's a wonderful way of being because we can talk about that if you want,

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<v Bhavesh Naik>but that's. So that is an important

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<v Bhavesh Naik>thing for me to talk about because that

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<v Bhavesh Naik>is an agent through which in my work, I

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<v Bhavesh Naik>think transformation can happen within organisation, within teams,

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<v Bhavesh Naik>within ourselves. I'm just trying to create a metaphor for my own, my own thinking.

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<v Joanne Lockwood>So what we're really doing is by stepping back and

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<v Joanne Lockwood>observing ourselves, we're taking a additional level of

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<v Joanne Lockwood>responsibility for the actions you're taking because you're observing those

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<v Joanne Lockwood>actions in real time, not just being in the action.

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<v Bhavesh Naik>Exactly. Right, Right. Yeah. Sometimes. Sometimes we talk about this gift

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<v Bhavesh Naik>gap between an action and reaction. So something

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<v Bhavesh Naik>happens and we react to it. Right.

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<v Bhavesh Naik>So that gap between something happening and we reacting, that gap,

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<v Bhavesh Naik>you can call that self awareness. Right. So, yeah, exactly what

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<v Bhavesh Naik>you're saying. I'm. I'm kind of saying the same thing in a different, slightly different

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<v Bhavesh Naik>way. And that is a very powerful way of being.

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<v Bhavesh Naik>And there are other connotations of that. You know, for example, that's a very happy

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<v Bhavesh Naik>place. That's where happiness is. Because this is why children are so happy most

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<v Bhavesh Naik>of the time. Right? Okay. Yeah, yeah.

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<v Joanne Lockwood>I think I'm more aware of that modality of thinking. When

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<v Joanne Lockwood>I'm planning or imagining

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<v Joanne Lockwood>what I'm doing tomorrow, or if I'm trying to

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<v Joanne Lockwood>sequence a project or an outcome, I'll be

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<v Joanne Lockwood>thinking of me as an avatar computer game navigating the

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<v Joanne Lockwood>world. And I'm saying, okay, so I'm going to get on the train. I'll see

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<v Joanne Lockwood>myself getting on the train and I'll be interacting with people. I'll be having conversations,

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<v Joanne Lockwood>I suppose, more in the future tense. I'm planning my life and my

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<v Joanne Lockwood>next. What I'm doing through that remote control

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<v Joanne Lockwood>avatar, if you like. Sure, sure. Probably less so in the moment.

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<v Bhavesh Naik>Okay, yeah, yeah, I get that. Yeah, yeah. And

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<v Bhavesh Naik>doing it in the moment is. It takes a little bit of

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<v Bhavesh Naik>practise, but if you come to it again and again and again,

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<v Bhavesh Naik>you may feel a certain sense of, like, relaxation. So another way

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<v Bhavesh Naik>of looking at this is being in the zone, being in the flow. So

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<v Bhavesh Naik>when people who play sports, when they are.

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<v Bhavesh Naik>They get into the zone, and when they're into the zone, they're not

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<v Bhavesh Naik>processing, they're not strategizing, they're not planning, they're not thinking,

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<v Bhavesh Naik>they're just doing what they need to do. Now, there is an aspect of skill.

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<v Bhavesh Naik>You know, they've developed certain skills, right. But they're

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<v Bhavesh Naik>not thinking about, okay, you know, if. If I'm. If I'm shooting

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<v Bhavesh Naik>a basketball, right, they're not thinking, they're not strategizing,

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<v Bhavesh Naik>they're just doing it. Right. So. So that makes them. Because if I

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<v Bhavesh Naik>am strategizing in that moment, if I am practising,

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<v Bhavesh Naik>right, then I'm not as effective as I would be if I was

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<v Bhavesh Naik>just being in the moment. And so then if you're going

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<v Joanne Lockwood>into automatic mode, it's. Yeah. When you. When you

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<v Joanne Lockwood>develop a new skill, from my understanding, is that you would. First of all, you'd

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<v Joanne Lockwood>be very conscious of what you were trying to do. Right. And then you end

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<v Joanne Lockwood>up. You then end up with a dip in performance. All right? And then you

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<v Joanne Lockwood>break through that and then you become better because it becomes embedded in your. In

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<v Joanne Lockwood>your subconscious. It becomes. Sure.

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<v Bhavesh Naik>Absolutely, yeah. Bit like driving a car. How often do you come home

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<v Joanne Lockwood>from work and you don't realise how you got home? You think, oh, did I

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<v Joanne Lockwood>Did I, did I stop at that red light? Did I see that red light?

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<v Joanne Lockwood>Well, you must have done because you're not conscious about that journey.

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<v Bhavesh Naik>Exactly, exactly, exactly. And that's an excellent

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<v Bhavesh Naik>example, driving, because that's a skill that most of us have really mastered.

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<v Bhavesh Naik>So once you master a skill, then you go into a zone. Sometimes it's

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<v Bhavesh Naik>called the state of being in a flow. Right.

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<v Bhavesh Naik>Where the activity is happening and your mind is

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<v Bhavesh Naik>engaged. Because your mind is engaged, this person here can just kind of

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<v Bhavesh Naik>step back and do other things. Now we tend to do a lot of

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<v Bhavesh Naik>thinking because we are thinking people and we have been trained to think all

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<v Bhavesh Naik>the time. But if you can let that thinking quiet down a little bit,

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<v Bhavesh Naik>you can just be, just be present, you can just be in that

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<v Bhavesh Naik>moment. Right, so like it's right

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<v Bhavesh Naik>this, right this moment. Right, so if I, if I asked you this question, Joanne,

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<v Bhavesh Naik>are you aware right now? No. Right, but. So when you say right

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<v Bhavesh Naik>now. No. Right, but there was a pause. I said, are you aware?

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<v Joanne Lockwood>I had to test, I had to test myself and evaluate in my head whether

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<v Joanne Lockwood>I was or wasn't and came to the conclusion, no, I'm in the moment right

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<v Joanne Lockwood>now because I'm focused on the conversation. Yeah.

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<v Joanne Lockwood>What we're going to talk about next, the, the flow of the podcast. I'm

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<v Joanne Lockwood>more in active thinking about what we're doing mode

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<v Joanne Lockwood>rather than observing, if you like. Let me, let me ask you a different

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<v Bhavesh Naik>way. Are you conscious right now? Because you weren't when

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<v Bhavesh Naik>you were sleeping at night. I'm awake. I'm conscious. I've, I've,

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<v Joanne Lockwood>I've got decision making power. Yeah. Right, so then if I

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<v Bhavesh Naik>ask you again this question. Pause for a bit. Are you conscious?

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<v Joanne Lockwood>Yeah, I've conscious, yeah. Okay, so you went to some place before answering

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<v Bhavesh Naik>that question. Are you conscious? You went to that place called

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<v Bhavesh Naik>consciousness. That's an experiential thing. It's not intellectual. So there's

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<v Bhavesh Naik>a gap there that you went to and then you said,

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<v Bhavesh Naik>yes, I'm conscious. That is the awareness. So it's

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<v Bhavesh Naik>a different name for it. Awareness of consciousness. That's the consciousness.

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<v Bhavesh Naik>And, and it's beyond. The reason why I'm kind of getting a little bit

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<v Bhavesh Naik>down into this is because this is key.

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<v Bhavesh Naik>It is so central to everything that I talk about in my work

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<v Bhavesh Naik>with organisations and people and teams and things like that. So

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<v Bhavesh Naik>this is the agent, it's beyond intellect, it's outside of

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<v Bhavesh Naik>intellect and processing. Okay, so we've got the

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<v Joanne Lockwood>multi state of mindsets. We've got, as you say, we've got the,

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<v Joanne Lockwood>the self aware looking down on you,

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<v Joanne Lockwood>able to influence the world around and direct you in different

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<v Joanne Lockwood>directions. You've got the heavily engaged in autonomous mode where

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<v Joanne Lockwood>we're just doing what we do. Right. How do we,

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<v Joanne Lockwood>how can we use those different states to our advantage then? Right.

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<v Bhavesh Naik>It depends on which situation we're talking about. Right.

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<v Bhavesh Naik>So for example, there's an aspect of this called the situational awareness,

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<v Bhavesh Naik>which is if I'm just walking down the street, just kind of being aware of

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<v Bhavesh Naik>my surroundings, that's one kind of awareness. Right. So it

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<v Bhavesh Naik>gives me safety, it allows me to feel, you know,

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<v Bhavesh Naik>out and, you know, be aware of things that may be not quite right

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<v Bhavesh Naik>around me. And then I would make a notice of that and then I would

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<v Bhavesh Naik>act appropriately. Maybe I change my direction, go someplace else, or

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<v Bhavesh Naik>if it happens to be a friend who is approaching me, then I would walk

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<v Bhavesh Naik>up to that person and say hello, things like that. So, so that's one

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<v Bhavesh Naik>example. But then depending on different situations,

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<v Bhavesh Naik>this can become a handy tool. So like for when we talked about

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<v Bhavesh Naik>sports, being in a meeting, being in a sales call, being

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<v Bhavesh Naik>in negotiations, being talking to

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<v Bhavesh Naik>a manager, talking to an employee, having a team

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<v Bhavesh Naik>meeting, having workshops, what we're having right now for this conversation right

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<v Bhavesh Naik>now, I think that conversations like this become more

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<v Bhavesh Naik>powerful when we play from this. Because

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<v Bhavesh Naik>what needs to come out, what needs to happen in this moment, the

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<v Bhavesh Naik>right words. And we've been in that zone. I'm sure you've been in that zone

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<v Bhavesh Naik>because you do this a lot, right. Where. Right. Questions just come

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<v Bhavesh Naik>out of the moment and say, aha, let me ask him this.

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<v Bhavesh Naik>Right. So. And that's a very effective way of

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<v Bhavesh Naik>just being. So let me just try and explain the metaphor that's going around in

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<v Joanne Lockwood>my head. So we have, I think you used

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<v Joanne Lockwood>the word agents earlier. So we've got. And maybe

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<v Joanne Lockwood>even I'll bring another word in. Sensors. Yeah, we've got these agents

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<v Joanne Lockwood>and sensors. You know, you talked about your threat analysis

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<v Joanne Lockwood>sensor and you've, you've got some bit of your brain that's checking on

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<v Joanne Lockwood>that sensor. Occasionally we've got another one that's checking in on the conversation

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<v Joanne Lockwood>sensor ahead of us. We're having a communication with somebody or we've got our,

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<v Joanne Lockwood>our hunger sense or sense of direction. So we've got, our brain is going around

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<v Joanne Lockwood>all these different inputs to ourselves and

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<v Joanne Lockwood>generally we're not aware of them. But what you're saying is we're trying to become

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<v Joanne Lockwood>more aware. Exactly. Of these specific interactions we're

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<v Joanne Lockwood>having with the world and not just treating them as in the flow,

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<v Joanne Lockwood>we're being aware rather than just being in the flow. Yes,

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<v Bhavesh Naik>yeah, yeah, right. There is this term called

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<v Bhavesh Naik>neuro linguistic programming. I'm sure you've heard that term, right? Neuro linguistic nlp.

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<v Bhavesh Naik>Yeah, I have a bit of a take on that, right? An

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<v Bhavesh Naik>interpretation of that. I like that term. And it means certain things to

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<v Bhavesh Naik>certain people, right? There are practitioners of nlp, but if you break down

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<v Bhavesh Naik>that term, neuro linguistic programming, right? So

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<v Bhavesh Naik>neuro is neural network, right? We are receiving bits and bytes

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<v Bhavesh Naik>of information right into this, into this instrument, right? And

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<v Bhavesh Naik>we happen to have five senses, right? So from the external

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<v Bhavesh Naik>sources and then the linguistics. So we call it.

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<v Bhavesh Naik>The linguistic part is the labels. So basically language is

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<v Bhavesh Naik>series of labels. So we have thoughts, conceptualization and

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<v Bhavesh Naik>we have labels and ideas and those are connected

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<v Bhavesh Naik>together, right? Words, sentences, paragraphs.

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<v Bhavesh Naik>So with those we attach meaning to what's happening. So all

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<v Bhavesh Naik>these inputs coming in, because the input coming in is just bits and bytes of

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<v Bhavesh Naik>information. We're using computer terminology, right? So by the

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<v Bhavesh Naik>way, BFM aside, computer was actually made

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<v Bhavesh Naik>after people looked at the human body. So computer

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<v Bhavesh Naik>is the replica or a copy of what humans can

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<v Bhavesh Naik>do, right? But now we live in computers,

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<v Bhavesh Naik>you know, we live in this age where we're so surrounded by them that

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<v Bhavesh Naik>we look at them as a way to look at ourselves.

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<v Bhavesh Naik>So anyway, bits and bytes of information, linguistic, right?

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<v Bhavesh Naik>So language, so that gives it meaning. So if there is a loud

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<v Bhavesh Naik>sound coming from that corner over there right now, all of a sudden I

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<v Bhavesh Naik>would basically look at that because there is some circuitry here

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<v Bhavesh Naik>that attached a meaning to that, right?

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<v Bhavesh Naik>That there's a thread there. And I looked up, right? So that is

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<v Bhavesh Naik>the linguistic portion of that. And programming is. I react like

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<v Bhavesh Naik>that in that fraction of a second because I'm programmed to do it.

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<v Bhavesh Naik>So that's the neuro linguistic programming. So that's one way of looking at it. I

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<v Bhavesh Naik>happen to. So this self awareness, I happen

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<v Bhavesh Naik>to see that self awareness in seven dimensions.

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<v Bhavesh Naik>We talked about in the introduction. We talked about being human right

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<v Bhavesh Naik>now. So one question that often comes up is what does it mean to be

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<v Bhavesh Naik>human? And we have basically said

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<v Bhavesh Naik>for ages that being human means being rational.

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<v Bhavesh Naik>This is how we are different from the animals. We are rational people.

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<v Bhavesh Naik>Animals don't have that rational capacity.

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<v Bhavesh Naik>And that's true. Chimpanzees and some of the other things

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<v Bhavesh Naik>that other animals, they do. There is

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<v Bhavesh Naik>some truth to that. But what I Like to say is that, and I

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<v Bhavesh Naik>think this has been talked about before where

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<v Bhavesh Naik>it's the awareness, the fact that we are aware of this

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<v Bhavesh Naik>person, me being me, us being able to look at ourselves

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<v Bhavesh Naik>as a third party. Our language is like

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<v Bhavesh Naik>that, you know, some there's a word called I and there is called word called

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<v Bhavesh Naik>me. I is me, the subjective person, me. This

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<v Bhavesh Naik>happened to me as like a third party. So that's like an

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<v Bhavesh Naik>object in a way, right? So what makes us human actually

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<v Bhavesh Naik>is our self awareness as far as we know.

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<v Joanne Lockwood>Yes, cause and effect. Seeing your reflection,

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<v Joanne Lockwood>knowing it's you, how you interact in the world, that's kind of all that stuff

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<v Joanne Lockwood>that separates us from beings that aren't self aware. Yeah,

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<v Bhavesh Naik>exactly. And that's what allows us to even teach children something.

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<v Bhavesh Naik>I don't know if you, in England you say this rhyme,

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<v Bhavesh Naik>head and shoulder, knees and toes, right? So a child is

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<v Bhavesh Naik>growing up and we kind of say well this Right, exactly. So if the

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<v Bhavesh Naik>child wasn't self awareness self aware, we wouldn't be able to teach

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<v Bhavesh Naik>them this. Right? Because we're bringing their awareness to themselves. We're teaching

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<v Bhavesh Naik>them self awareness. They were all very self aware but we kind of bringing

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<v Bhavesh Naik>the linguistic and rational aspect to that. So being human, self

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<v Bhavesh Naik>awareness is what makes us human. And I look at that awareness

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<v Bhavesh Naik>manifesting in seven different ways.

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<v Bhavesh Naik>So and another important thing, this is also how we are different from

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<v Bhavesh Naik>AI or artificial intelligence or general AGI.

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<v Bhavesh Naik>Artificial general intelligence. So and

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<v Bhavesh Naik>this is important to kind of understand. I watch a lot of YouTube

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<v Bhavesh Naik>videos by very smart people, but they don't talk about this. They're saying

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<v Bhavesh Naik>that, okay, you know, computers are becoming very smart and we are programming, redoing

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<v Bhavesh Naik>this data modelling and you know, we are collecting all of this information and

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<v Bhavesh Naik>retraining our models to think.

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<v Bhavesh Naik>They're not really thinking, they're just processing data. Right. The

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<v Bhavesh Naik>meaning is given by us because we are the ones with the self awareness. So

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<v Bhavesh Naik>ChatGPT is gonna put some things together, right? But it doesn't understand

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<v Bhavesh Naik>the meaning of it. It's the reader who's reading it who's gonna bring

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<v Bhavesh Naik>meaning to it. Right? And that's the definition of being a human.

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<v Bhavesh Naik>So there's some hope for us. The machines are really not gonna take over. They

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<v Bhavesh Naik>could, but they're programmed. Only if they're programmed to do it. Isn't the difference

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<v Joanne Lockwood>really? Even though quantum computing, all these computing

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<v Joanne Lockwood>advances we, we've had over the last 100 years, whatever it may be,

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<v Joanne Lockwood>the difference really is our brain is Just a better computer at certain

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<v Joanne Lockwood>tasks. Yeah, AI, quantum

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<v Joanne Lockwood>computing, whatever. We want to talk about that. The machine computers

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<v Joanne Lockwood>are really good at ones and zeros and sequencing

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<v Joanne Lockwood>and those sort of things. What they're not trained on is you say

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<v Joanne Lockwood>sentience. Our brain is just a more evolved

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<v Joanne Lockwood>bit of flesh that enables us to be specialists in that, in that area. Which

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<v Joanne Lockwood>is why we know, yeah, we're not all good at mathematics in our head. But

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<v Joanne Lockwood>a computer is so different things. So could AI

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<v Joanne Lockwood>machine based computers eventually develop

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<v Joanne Lockwood>matrices like our brains? What's to stop them?

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<v Bhavesh Naik>Yeah, that's a good question. So if I go back a little bit. So have

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<v Bhavesh Naik>you ever had dealt with. There is a problem that you're trying to work out

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<v Bhavesh Naik>in your head, right. And you can't figure it out and you

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<v Bhavesh Naik>went for a walk and you engaged doing something else or you were just

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<v Bhavesh Naik>walking or doing something else and all of a sudden the solution drops in your

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<v Bhavesh Naik>head. Has that ever happened? Oh, it happens all the time.

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<v Joanne Lockwood>I trust my brain to do that. Sometimes I will deliberately.

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<v Joanne Lockwood>If I can't find something, I need to solve something. I know if I

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<v Joanne Lockwood>put it on a shelf in my head, I'll wake up one day or something

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<v Joanne Lockwood>will happen. I go, ah, got it, there it is. And I don't sweat it.

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<v Joanne Lockwood>So I know I trust my brain to solve that equation at some point. If

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<v Joanne Lockwood>I leave it on the, on the back burner. Yeah.

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<v Bhavesh Naik>So I want to go back and preface something. Everything

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<v Bhavesh Naik>that I propose is for examination. So no belief system here,

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<v Bhavesh Naik>Right. So I would highly encourage people to

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<v Bhavesh Naik>know, listeners to take what I'm saying

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<v Bhavesh Naik>for checking. Don't, don't buy what I'm saying as a belief

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<v Bhavesh Naik>system or a dogma. Right. This guy's saying it, so it must be true.

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<v Bhavesh Naik>Don't do that. So with that I would say that the brain.

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<v Bhavesh Naik>Right. So then this goes into some pretty fundamental existential

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<v Bhavesh Naik>questions. Right. If the brain is wired

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<v Bhavesh Naik>that way to get these answers, who

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<v Bhavesh Naik>did it? Right. This is a very fundamental question and Right. We

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<v Bhavesh Naik>don't have the answer to that. I'm an evolutionist,

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<v Joanne Lockwood>so I guess as an evolutionist, a Darwinist, I would say

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<v Joanne Lockwood>it evolved in that way.

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<v Bhavesh Naik>So that is a creationist theory.

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<v Bhavesh Naik>Creationist theory is, and I'm not opposing

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<v Bhavesh Naik>the theory within certain contexts. That is a, that, that, that is

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<v Bhavesh Naik>true. And at the same time you always

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<v Bhavesh Naik>ask this question, the, the origin question, which is, okay, if there was an

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<v Bhavesh Naik>evolution, where did it begin? At someone's cell. It's

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<v Bhavesh Naik>Big bang, of course. So Then you say, well, okay, what was there before the

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<v Bhavesh Naik>Big Bang? Well, there was nothing before the Big Bang. So if there was nothing

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<v Bhavesh Naik>before the Big Bang, how did everything come from

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<v Bhavesh Naik>nothing? How does that make sense? How can everything come from nothing?

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<v Bhavesh Naik>So those are the questions that we go into, right? Yeah.

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<v Joanne Lockwood>And if there is a higher being, what came before that?

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<v Bhavesh Naik>Exactly right. The whole infinity is such a almost

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<v Joanne Lockwood>impossible concept for humans to imagine or rationalise because

374
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<v Joanne Lockwood>we want there to be a bound on something. And infinity doesn't give us the

375
00:24:37.460 --> 00:24:40.580
<v Joanne Lockwood>ability to process what's beyond because there is no beyond.

376
00:24:41.920 --> 00:24:45.520
<v Bhavesh Naik>That's true. If time is true, time is infinite and space is infinite,

377
00:24:46.000 --> 00:24:49.760
<v Joanne Lockwood>then everything is possible. Yeah. Yes.

378
00:24:50.720 --> 00:24:54.400
<v Bhavesh Naik>Now, what I would say is that infinity and

379
00:24:55.280 --> 00:24:58.640
<v Bhavesh Naik>no infinity, or the opposite of infinity, whatever that may be,

380
00:24:58.960 --> 00:25:01.200
<v Bhavesh Naik>finite. Those are finite, right.

381
00:25:02.720 --> 00:25:06.560
<v Bhavesh Naik>Those are concepts of the mind. Right. In the

382
00:25:06.560 --> 00:25:10.310
<v Bhavesh Naik>original word for zero was. Was actually shunya,

383
00:25:10.950 --> 00:25:14.710
<v Bhavesh Naik>which was in Indian philosophy, it was considered both

384
00:25:14.790 --> 00:25:17.990
<v Bhavesh Naik>infinity and zero in one,

385
00:25:18.630 --> 00:25:21.910
<v Bhavesh Naik>if that makes any sense. So. And I don't know if you're going off track

386
00:25:21.910 --> 00:25:25.430
<v Bhavesh Naik>here, so. But we're on the. On the topic, so let's kind of

387
00:25:25.990 --> 00:25:29.590
<v Bhavesh Naik>follow this, right? There's a song that I used to sing to my kid, you

388
00:25:29.590 --> 00:25:33.510
<v Bhavesh Naik>know, Three blue pigeons sitting on a wall, right. I don't know if you heard

389
00:25:33.510 --> 00:25:36.830
<v Bhavesh Naik>that. Three blue pigeons sitting on a wall. And then one fleas flows up, one

390
00:25:36.830 --> 00:25:40.670
<v Bhavesh Naik>flies away. How many are left? Two blue pigeons sitting on a

391
00:25:40.670 --> 00:25:44.430
<v Bhavesh Naik>wall. That flies away. Right? One is there

392
00:25:44.990 --> 00:25:48.830
<v Bhavesh Naik>that flies away. How many are left? No blue pigeons, I guess. No

393
00:25:48.830 --> 00:25:52.830
<v Bhavesh Naik>blue pigeons sitting on a wall. Right. So there's zero blue pigeons

394
00:25:52.830 --> 00:25:56.390
<v Bhavesh Naik>sitting on a wall. But what is left when you take away the

395
00:25:56.390 --> 00:26:00.150
<v Bhavesh Naik>pigeons with the idea of a pigeon? Just a

396
00:26:00.150 --> 00:26:03.950
<v Bhavesh Naik>wall, everything is left, everything is left. So that's infinity, right?

397
00:26:03.950 --> 00:26:07.240
<v Bhavesh Naik>Everything is infinity and zero is. So

398
00:26:07.640 --> 00:26:10.760
<v Bhavesh Naik>when we talk about these concepts, they are very

399
00:26:11.800 --> 00:26:12.680
<v Bhavesh Naik>contextual.

400
00:26:15.560 --> 00:26:19.280
<v Bhavesh Naik>So something that is kind of very difficult to

401
00:26:19.280 --> 00:26:22.280
<v Bhavesh Naik>wrap our heads around for a lot of us, if you haven't really spent time

402
00:26:22.280 --> 00:26:25.240
<v Bhavesh Naik>doing this kind of thinking, is this idea that

403
00:26:26.120 --> 00:26:29.600
<v Bhavesh Naik>the world goes away when you go to sleep. Right. Where did the world go

404
00:26:29.600 --> 00:26:33.440
<v Bhavesh Naik>when we enter sleep? So our belief system is that it carries on. We

405
00:26:33.440 --> 00:26:37.110
<v Joanne Lockwood>just weren't aware of it. That's my belief system. So there's no guarantee that it

406
00:26:37.110 --> 00:26:40.790
<v Bhavesh Naik>does, though. And thank you for that. Having that little.

407
00:26:40.870 --> 00:26:44.470
<v Bhavesh Naik>That doubt. Right? So the world comes into existence when

408
00:26:44.710 --> 00:26:47.670
<v Bhavesh Naik>this person wakes up. That person wakes up for that person.

409
00:26:48.870 --> 00:26:52.710
<v Bhavesh Naik>Right? So the idea there is.

410
00:26:52.870 --> 00:26:56.750
<v Bhavesh Naik>That there is. I'm not proposing Another model, Although I think there is

411
00:26:56.750 --> 00:27:00.670
<v Bhavesh Naik>something in my mind there's another model outside of

412
00:27:00.670 --> 00:27:04.510
<v Bhavesh Naik>the linear thinking on creationist Darwin. All of those

413
00:27:04.510 --> 00:27:08.470
<v Bhavesh Naik>things are good. They're wonderful things. Right. And so the other thing that

414
00:27:08.470 --> 00:27:12.110
<v Bhavesh Naik>happens is that when we talk about these kinds of things, people we don't have,

415
00:27:12.190 --> 00:27:15.950
<v Bhavesh Naik>we haven't thought about this much. So what we do is we automatically go into

416
00:27:15.950 --> 00:27:19.910
<v Bhavesh Naik>the opposite. If it's not a creationist Darwinist

417
00:27:19.910 --> 00:27:23.670
<v Bhavesh Naik>theory or if it's. If I don't believe in Darwin's theory of evolution, then I

418
00:27:23.670 --> 00:27:27.630
<v Bhavesh Naik>must believe in seven day creation theory. And we

419
00:27:27.630 --> 00:27:31.150
<v Bhavesh Naik>have a very strong reaction to that. Right. Or some other aspect.

420
00:27:31.390 --> 00:27:35.160
<v Bhavesh Naik>Or I have to be spiritual. If I, I think it's more nuanced

421
00:27:35.160 --> 00:27:38.640
<v Joanne Lockwood>than having, having to believe in a seven day creation theory. I think there's. Yeah,

422
00:27:38.720 --> 00:27:42.680
<v Joanne Lockwood>it can be intelligent design. There can be other things

423
00:27:42.680 --> 00:27:46.520
<v Joanne Lockwood>that create. Doesn't have to be a, it doesn't have to be a God definition

424
00:27:46.520 --> 00:27:49.440
<v Joanne Lockwood>figure. It could be a higher intelligence or a.

425
00:27:50.720 --> 00:27:54.480
<v Joanne Lockwood>Yeah. A matrix model, if you like, where there's

426
00:27:54.480 --> 00:27:58.360
<v Joanne Lockwood>a. Could be. That's a wonderful model. Simulations and Exactly. Other things.

427
00:27:58.360 --> 00:28:02.140
<v Bhavesh Naik>Computer game. Yeah, yeah, yeah, yeah, yeah. So anyway, so the reason

428
00:28:02.140 --> 00:28:05.780
<v Bhavesh Naik>why I kind of get into this is because the awareness,

429
00:28:05.940 --> 00:28:09.660
<v Bhavesh Naik>right. So when we have that aha moment. So the

430
00:28:09.660 --> 00:28:13.580
<v Bhavesh Naik>word gnosis, G N O S I s and the word knowledge comes from

431
00:28:13.580 --> 00:28:17.580
<v Bhavesh Naik>the word G N O S I s gnosis and the original meaning of the

432
00:28:17.580 --> 00:28:21.540
<v Bhavesh Naik>word is sharing insight into the nature of things.

433
00:28:21.540 --> 00:28:24.860
<v Bhavesh Naik>So you know, we have all this conditioning that we have and we have an

434
00:28:24.860 --> 00:28:28.820
<v Bhavesh Naik>aha moment. And once we have an aha moment about that, whatever that is,

435
00:28:29.300 --> 00:28:32.700
<v Bhavesh Naik>then our mind doesn't go back to the way it was before and we have

436
00:28:32.700 --> 00:28:35.780
<v Bhavesh Naik>expanded our understanding. Right? So

437
00:28:36.500 --> 00:28:40.260
<v Bhavesh Naik>then that's one way to define knowledge. So

438
00:28:40.260 --> 00:28:44.220
<v Bhavesh Naik>knowledge can be collection of data, right? Rewiring for

439
00:28:44.220 --> 00:28:47.140
<v Bhavesh Naik>our brain the physicality of brain collection of data.

440
00:28:48.260 --> 00:28:52.180
<v Bhavesh Naik>But learning and knowledge can also be just blowing up

441
00:28:52.850 --> 00:28:56.610
<v Bhavesh Naik>of our existing body of knowledge and having an

442
00:28:56.610 --> 00:29:00.410
<v Bhavesh Naik>insight. And that's where our mind opens up. So

443
00:29:00.410 --> 00:29:04.010
<v Bhavesh Naik>this is how we can go beyond our filtering and biases and things like that.

444
00:29:04.010 --> 00:29:07.930
<v Bhavesh Naik>And this is the real growth, right? Because you

445
00:29:07.930 --> 00:29:11.730
<v Bhavesh Naik>know, growth doesn't happen by just collection of data from different people, different

446
00:29:11.730 --> 00:29:15.490
<v Bhavesh Naik>opinion, different perspectives. Right. It happens when we have our

447
00:29:15.490 --> 00:29:19.250
<v Bhavesh Naik>own insight into things and we say aha. Now

448
00:29:19.460 --> 00:29:23.420
<v Bhavesh Naik>that doesn't mean that it's an original thought. It doesn't mean that no one else

449
00:29:23.420 --> 00:29:26.900
<v Bhavesh Naik>has taught that thought before. But to me, in that moment, that's my original thought.

450
00:29:26.900 --> 00:29:30.860
<v Bhavesh Naik>And this is where the growth is, right? This is where what I call

451
00:29:30.860 --> 00:29:34.860
<v Bhavesh Naik>true learning is. And to me this is important because this is

452
00:29:34.860 --> 00:29:38.860
<v Bhavesh Naik>how transformation in people happens. If I want to work with someone and I want

453
00:29:38.860 --> 00:29:42.220
<v Bhavesh Naik>to help them get better in some way, shape or form, and if they are

454
00:29:42.220 --> 00:29:46.020
<v Bhavesh Naik>willing, then this is the faculty that helps us get there

455
00:29:47.020 --> 00:29:50.940
<v Bhavesh Naik>or it helps us help that person get there. So when you're

456
00:29:50.940 --> 00:29:54.900
<v Joanne Lockwood>working with teams in a workplace, is this a

457
00:29:54.900 --> 00:29:58.860
<v Joanne Lockwood>one to one or is this a group session? Because

458
00:29:59.260 --> 00:30:02.620
<v Joanne Lockwood>I would imagine that everyone's

459
00:30:03.020 --> 00:30:06.980
<v Joanne Lockwood>interpretation of what you've been saying, they'll have their

460
00:30:06.980 --> 00:30:10.620
<v Joanne Lockwood>own metaphor, their own sense of what that means.

461
00:30:10.940 --> 00:30:14.420
<v Bhavesh Naik>And that's wonderful. How do we align people and try and get some

462
00:30:14.420 --> 00:30:17.870
<v Joanne Lockwood>commonality of. That's a great point of purpose. Yeah.

463
00:30:18.350 --> 00:30:22.110
<v Bhavesh Naik>So we say, so diversity, right? We talk about.

464
00:30:22.430 --> 00:30:26.430
<v Bhavesh Naik>Your podcast talks about inclusion and diversity, right? And equity. So

465
00:30:26.430 --> 00:30:28.990
<v Bhavesh Naik>there's two contradictory ideas there, right?

466
00:30:30.110 --> 00:30:34.030
<v Bhavesh Naik>There's diversity, but then we have to come together and work. So

467
00:30:34.030 --> 00:30:37.830
<v Bhavesh Naik>we have to find some common ground, which is what you're asking, right? So what's

468
00:30:37.830 --> 00:30:41.550
<v Bhavesh Naik>that common ground? Well, the common ground is very easy with risk

469
00:30:41.550 --> 00:30:45.490
<v Bhavesh Naik>factor is what? We are all humans, you're all human beings, right? So that's our

470
00:30:45.490 --> 00:30:48.930
<v Bhavesh Naik>common ground. And then the question comes, well, how do you define a human being?

471
00:30:48.930 --> 00:30:52.690
<v Bhavesh Naik>And that's all that conversation that we have, right? We just, we just had

472
00:30:52.690 --> 00:30:56.570
<v Bhavesh Naik>thus far. So to answer your question to me, when

473
00:30:56.570 --> 00:31:00.530
<v Bhavesh Naik>you, a team, an organisation, whether you are five people, two people

474
00:31:00.530 --> 00:31:04.530
<v Bhavesh Naik>team, or you 100 people or thousand people, or a hundred thousand people or the

475
00:31:04.530 --> 00:31:07.730
<v Bhavesh Naik>entire civilization, right? The foundation is

476
00:31:08.290 --> 00:31:11.980
<v Bhavesh Naik>to me so. Well, first of all, we are all human beings. So I think

477
00:31:11.980 --> 00:31:15.820
<v Bhavesh Naik>we all agree on that. To me, I try to

478
00:31:15.820 --> 00:31:19.620
<v Bhavesh Naik>access this awareness, which is a common ground. To me, that's a common ground.

479
00:31:19.700 --> 00:31:23.460
<v Bhavesh Naik>So that can be a dogma, that cannot be something that. I'm not expecting

480
00:31:23.540 --> 00:31:27.460
<v Bhavesh Naik>Joanne to understand that or accept that. But we explore that.

481
00:31:27.620 --> 00:31:31.220
<v Bhavesh Naik>But we start with this idea that we're both human beings.

482
00:31:32.020 --> 00:31:35.910
<v Bhavesh Naik>So that's the commonality. Now within that there

483
00:31:35.910 --> 00:31:39.910
<v Bhavesh Naik>is the diversity. So the diversity. The funny thing is that there are 7 billion

484
00:31:39.910 --> 00:31:43.430
<v Bhavesh Naik>people on this planet. Not two of us even look alike,

485
00:31:43.670 --> 00:31:47.590
<v Bhavesh Naik>right? So we are truly, each one of

486
00:31:47.590 --> 00:31:51.269
<v Bhavesh Naik>us is a truly unique individual. Now add to that our psychological

487
00:31:51.269 --> 00:31:55.190
<v Bhavesh Naik>conditioning, our upbringing, our belief systems, our talent.

488
00:31:55.830 --> 00:31:58.950
<v Bhavesh Naik>So even if you have two twin brothers or sisters, you know

489
00:31:59.510 --> 00:32:03.220
<v Bhavesh Naik>you're going to have differences, right?

490
00:32:03.460 --> 00:32:07.300
<v Bhavesh Naik>So they're two entirely different people. So the,

491
00:32:07.460 --> 00:32:11.340
<v Bhavesh Naik>the challenge is to find the Common ground. And

492
00:32:11.340 --> 00:32:15.140
<v Bhavesh Naik>to me that is awareness. And we can say, okay, fine, it's human beings, so

493
00:32:15.140 --> 00:32:18.340
<v Bhavesh Naik>we all human beings, and then we need to at the same time celebrate

494
00:32:19.300 --> 00:32:23.060
<v Bhavesh Naik>the, the uniqueness that we bring to the table. So

495
00:32:24.660 --> 00:32:28.300
<v Bhavesh Naik>awareness. And then what comes out of that awareness is

496
00:32:28.460 --> 00:32:32.180
<v Bhavesh Naik>the celebration. That's how I look at it, right? So awareness is the ground, it

497
00:32:32.180 --> 00:32:36.180
<v Bhavesh Naik>doesn't change. That is the oneness that we all share, we all

498
00:32:36.180 --> 00:32:40.060
<v Bhavesh Naik>are aware. So there's consciousness there, there's consciousness here, that's what we share.

499
00:32:41.420 --> 00:32:45.180
<v Bhavesh Naik>But the manifestation of that, the expression of that awareness is

500
00:32:45.180 --> 00:32:49.140
<v Bhavesh Naik>so entirely unique to each individual. And this is why I believe that

501
00:32:49.140 --> 00:32:53.100
<v Bhavesh Naik>perspective is our superpower. Our self awareness and pursuit to the way we express

502
00:32:53.100 --> 00:32:56.650
<v Bhavesh Naik>and way we play out in this planet is our

503
00:32:56.650 --> 00:33:00.530
<v Bhavesh Naik>superpower. So now when

504
00:33:00.530 --> 00:33:04.450
<v Bhavesh Naik>we bring it to the teams, I think the basic element is of course,

505
00:33:04.450 --> 00:33:07.890
<v Bhavesh Naik>the person, that's the node. So if you were looking at Eiffel Tower, we talk

506
00:33:07.890 --> 00:33:11.530
<v Bhavesh Naik>about organisational structures, right, all the time, right? So if you're looking at it as

507
00:33:11.530 --> 00:33:15.450
<v Bhavesh Naik>a static structure, a bridge or an Eiffel Tower, you're going to

508
00:33:15.450 --> 00:33:19.450
<v Bhavesh Naik>have the nodes, right? And then between those nodes there is these big beams,

509
00:33:19.450 --> 00:33:23.240
<v Bhavesh Naik>like iron things, right, that they connect them. So

510
00:33:23.240 --> 00:33:26.520
<v Bhavesh Naik>those are the relationships. So if an organisational structure

511
00:33:27.160 --> 00:33:30.840
<v Bhavesh Naik>is a structure like that, then you're going to have people and the relationship between

512
00:33:30.840 --> 00:33:34.000
<v Bhavesh Naik>those people. So how we talk to each other, how we converse with each other,

513
00:33:34.000 --> 00:33:37.000
<v Bhavesh Naik>how we work with each other.

514
00:33:38.680 --> 00:33:42.520
<v Bhavesh Naik>So the strength of that relationship is the strength of the organisation. So the

515
00:33:42.520 --> 00:33:46.330
<v Bhavesh Naik>strength of the people in organisation is the.

516
00:33:46.330 --> 00:33:50.210
<v Bhavesh Naik>Is how strong, how functional, how performant you are,

517
00:33:50.370 --> 00:33:53.810
<v Bhavesh Naik>how productive that organisation could be. That's.

518
00:33:54.210 --> 00:33:56.850
<v Bhavesh Naik>It's kind of an abstract thing, but, you know, I think, I don't know if

519
00:33:56.850 --> 00:34:00.050
<v Bhavesh Naik>that answers the question, but. So that's where it comes together,

520
00:34:01.170 --> 00:34:05.130
<v Bhavesh Naik>relationships, basically. Yeah, I grasp the concept. You know, we think about.

521
00:34:05.130 --> 00:34:08.490
<v Joanne Lockwood>You talk about self awareness and, you know, looking at yourself from above and you

522
00:34:08.490 --> 00:34:11.530
<v Joanne Lockwood>can then look at the impact you're having. You know, if you can see what's

523
00:34:11.530 --> 00:34:14.350
<v Joanne Lockwood>going on around you, you see all the actors and all the people taking part,

524
00:34:14.910 --> 00:34:18.590
<v Joanne Lockwood>you can perceive the impact you're having, positive or negative. You can

525
00:34:18.910 --> 00:34:22.390
<v Joanne Lockwood>start to address your biases, you can start to address. Exactly. You can start to

526
00:34:22.390 --> 00:34:26.350
<v Joanne Lockwood>contextualise the environment you're in. Whereas if you're just looking in the moment,

527
00:34:26.350 --> 00:34:30.350
<v Joanne Lockwood>you're blinkered, you're very shut down, exactly in a reactive mode,

528
00:34:30.670 --> 00:34:33.990
<v Joanne Lockwood>then you're going to be less, as you say, self aware. Of what's going on

529
00:34:33.990 --> 00:34:37.590
<v Joanne Lockwood>around you. Right, exactly. It's how do you move from the

530
00:34:37.590 --> 00:34:41.270
<v Joanne Lockwood>awareness to action? Do you make that

531
00:34:41.270 --> 00:34:45.200
<v Joanne Lockwood>leap? First leap is stepping out of yourself. The next leap is

532
00:34:45.200 --> 00:34:48.880
<v Joanne Lockwood>being aware and then the next leap is how to re. Engage

533
00:34:48.880 --> 00:34:52.680
<v Joanne Lockwood>control. Yes. And how does one do that?

534
00:34:52.680 --> 00:34:56.360
<v Bhavesh Naik>Yeah, that's going to be contextual. So for example, so

535
00:34:56.600 --> 00:35:00.440
<v Bhavesh Naik>if you look at the context, there is, okay, what is it we're trying to

536
00:35:00.440 --> 00:35:03.560
<v Bhavesh Naik>achieve? So there is a vision first. Right.

537
00:35:04.280 --> 00:35:07.440
<v Bhavesh Naik>And why do we want to achieve that? So there's a why. So there's a

538
00:35:07.440 --> 00:35:11.350
<v Bhavesh Naik>purpose, there's a vision and there's purpose. Right. And once we have

539
00:35:11.350 --> 00:35:14.590
<v Bhavesh Naik>those in mind, then we can say, well, how do we get there? Right, this

540
00:35:14.590 --> 00:35:16.790
<v Bhavesh Naik>is where we want to go, this is why we want to get there. This

541
00:35:16.790 --> 00:35:19.710
<v Bhavesh Naik>is my why is to why I want to get there. And then we say,

542
00:35:19.710 --> 00:35:22.070
<v Bhavesh Naik>well, what are some of the things that I need to do to get there?

543
00:35:22.150 --> 00:35:25.989
<v Bhavesh Naik>What are some of the actions that I need to take? What, how do we

544
00:35:25.989 --> 00:35:29.870
<v Bhavesh Naik>execute to get there? And that's where our steps and

545
00:35:29.870 --> 00:35:32.550
<v Joanne Lockwood>steps here, sort of how do we get to five, how do we get to

546
00:35:32.550 --> 00:35:36.470
<v Joanne Lockwood>six, how do we get to 10? Exactly. Yeah. Looking at the

547
00:35:36.470 --> 00:35:40.350
<v Joanne Lockwood>big picture rather than the ground in front of us. Yeah. And

548
00:35:40.350 --> 00:35:43.870
<v Bhavesh Naik>the big picture could be. So it depends on how big an organisation is. For

549
00:35:43.870 --> 00:35:46.710
<v Bhavesh Naik>example, let's say you're running a hundred people organisation,

550
00:35:47.590 --> 00:35:51.550
<v Bhavesh Naik>you're a business and you have a CEO

551
00:35:51.550 --> 00:35:55.470
<v Bhavesh Naik>or a founder and there's 100 people working within their organisation and they have

552
00:35:55.470 --> 00:35:59.230
<v Bhavesh Naik>the reporting structure. So then we had to look at

553
00:35:59.230 --> 00:36:03.110
<v Bhavesh Naik>that. So how does awareness come about? Or how does

554
00:36:03.110 --> 00:36:07.030
<v Bhavesh Naik>it become an agent to doing abc X, Y, Z. So the first question

555
00:36:07.030 --> 00:36:10.750
<v Bhavesh Naik>is, do they even want to be aware or not? It's a very basic question.

556
00:36:10.750 --> 00:36:14.470
<v Bhavesh Naik>So if now I work with, always work with, start with the

557
00:36:14.470 --> 00:36:18.390
<v Bhavesh Naik>leadership out and I don't like to say top down, but that's

558
00:36:18.390 --> 00:36:22.230
<v Bhavesh Naik>another way of saying it. I like to look at this one person. Even

559
00:36:22.230 --> 00:36:25.750
<v Bhavesh Naik>if there is a multiple people, team, executive team, there's one person

560
00:36:26.470 --> 00:36:29.750
<v Bhavesh Naik>who is in a leadership position, who is the ripple effect, who's the centre of

561
00:36:29.750 --> 00:36:33.600
<v Bhavesh Naik>this ripple effect? Right, that person. And I work with that person in executive

562
00:36:33.680 --> 00:36:37.400
<v Bhavesh Naik>coaching. So that's one of the ways that I start and that's actually almost always

563
00:36:37.400 --> 00:36:40.440
<v Bhavesh Naik>the way. But why would you want to do that? If the why isn't there

564
00:36:40.440 --> 00:36:44.240
<v Bhavesh Naik>if everything is working fine, if the, if. If the revenues are where they want

565
00:36:44.240 --> 00:36:47.239
<v Bhavesh Naik>it to be, where, if, if they're the gross margins are where they want it

566
00:36:47.239 --> 00:36:50.600
<v Bhavesh Naik>to be. If their people are productive and happy and wonderful, they're showing up every

567
00:36:50.600 --> 00:36:53.880
<v Bhavesh Naik>day, they don't complain, then you don't need to talk about any of this, right?

568
00:36:53.880 --> 00:36:57.650
<v Bhavesh Naik>Just keep doing what you're doing. But what if your revenues

569
00:36:57.650 --> 00:37:01.610
<v Bhavesh Naik>aren't where they need to be? Right? Your productivity is where you need to

570
00:37:01.610 --> 00:37:05.450
<v Bhavesh Naik>be, right? Your people are. It's like a rolling door, right? They're not

571
00:37:05.450 --> 00:37:09.330
<v Bhavesh Naik>staying, there's no retention, there's on and on and on, right? There's

572
00:37:09.330 --> 00:37:13.330
<v Bhavesh Naik>lots of problems that organisation can. And this is a healthy organisation, every organisation

573
00:37:13.330 --> 00:37:17.050
<v Bhavesh Naik>has problems. So if you want to fix that problem,

574
00:37:17.370 --> 00:37:21.090
<v Bhavesh Naik>right, that's when we begin to talk about, well, what are some of the ways

575
00:37:21.090 --> 00:37:24.380
<v Bhavesh Naik>that we can. We can do this? Now, what happens typically

576
00:37:25.420 --> 00:37:29.140
<v Bhavesh Naik>is that most people will go to. I call it the business

577
00:37:29.140 --> 00:37:32.820
<v Bhavesh Naik>philosophy. The business philosophy that has been handed down generation to

578
00:37:32.820 --> 00:37:36.380
<v Bhavesh Naik>generation to generation. And this business philosophy is where they go to.

579
00:37:36.700 --> 00:37:40.620
<v Bhavesh Naik>They don't find their answers there. And we are actually sort of

580
00:37:41.340 --> 00:37:44.860
<v Bhavesh Naik>in this loop right now. I call it the dependency epidemic.

581
00:37:46.380 --> 00:37:49.990
<v Bhavesh Naik>Our organisations are deeply dysfunctional today.

582
00:37:50.230 --> 00:37:54.070
<v Bhavesh Naik>Our engagement. Gallup has done studies where they say that most people are.

583
00:37:54.150 --> 00:37:58.070
<v Bhavesh Naik>Only 33% of the people in organisation are engaged

584
00:37:58.150 --> 00:38:02.150
<v Bhavesh Naik>to their work, right? The other 60. So if you have six people

585
00:38:02.150 --> 00:38:05.110
<v Bhavesh Naik>team, only two people are engaged, the other four are doing

586
00:38:07.110 --> 00:38:10.990
<v Bhavesh Naik>one is actually destroying the work of the others. And I think the remaining three

587
00:38:10.990 --> 00:38:14.750
<v Bhavesh Naik>are just there doing the minimum required. And if you manage a team of six

588
00:38:14.750 --> 00:38:18.090
<v Bhavesh Naik>people, you'll kind of get this. And this is normally how you play, right?

589
00:38:18.730 --> 00:38:22.490
<v Bhavesh Naik>So the question is,

590
00:38:22.490 --> 00:38:26.090
<v Bhavesh Naik>why? So am I running a functional organisation or am I running a

591
00:38:26.090 --> 00:38:30.010
<v Bhavesh Naik>dysfunctional organisation? If you're running a dysfunctional organisation, are the popular press

592
00:38:30.410 --> 00:38:34.330
<v Bhavesh Naik>management giving you those answers? If you are getting your answers there, then

593
00:38:34.330 --> 00:38:37.450
<v Bhavesh Naik>perfectly fine, keep doing it. If not, then

594
00:38:38.330 --> 00:38:42.170
<v Bhavesh Naik>you need to kind of open up the mind and say, well, let me

595
00:38:42.170 --> 00:38:45.650
<v Bhavesh Naik>think about something else. And this is where someone like Bhavesh comes in and say,

596
00:38:45.650 --> 00:38:48.970
<v Bhavesh Naik>well, hey, look at it this way, right? That's when

597
00:38:49.610 --> 00:38:53.290
<v Bhavesh Naik>they will be open to listening to someone like me. Because my proposition

598
00:38:53.930 --> 00:38:57.410
<v Bhavesh Naik>is that we are still using the management practises and

599
00:38:57.410 --> 00:39:01.290
<v Bhavesh Naik>philosophies that were developed in the industrial age, which was about 250 years ago,

600
00:39:01.370 --> 00:39:05.250
<v Bhavesh Naik>codified in that time, scientific management theories. But

601
00:39:05.250 --> 00:39:09.050
<v Bhavesh Naik>we really saw, we haven't really evolved the way we

602
00:39:09.050 --> 00:39:12.630
<v Bhavesh Naik>manage people, the way we build organisation, the way we lead people at all.

603
00:39:13.350 --> 00:39:16.910
<v Bhavesh Naik>We put man on the moon. You know, this used to Be a giant

604
00:39:16.910 --> 00:39:20.910
<v Bhavesh Naik>supercomputer just 50 years ago, right? But we hold that in the palm of our

605
00:39:20.910 --> 00:39:24.550
<v Bhavesh Naik>hands. But we have done absolutely no.

606
00:39:25.670 --> 00:39:29.110
<v Bhavesh Naik>Well, there's some. So industrial age

607
00:39:29.430 --> 00:39:33.310
<v Bhavesh Naik>revolution that was an attempt on our part to

608
00:39:33.310 --> 00:39:36.150
<v Bhavesh Naik>say, okay, let's make our people

609
00:39:36.870 --> 00:39:40.800
<v Bhavesh Naik>productive, super productive. And we said, well, how do we do this?

610
00:39:41.920 --> 00:39:45.640
<v Bhavesh Naik>And there have been studies done. It's a guy called Frederick Taylor, he comes along

611
00:39:45.640 --> 00:39:49.600
<v Bhavesh Naik>and he says, well, he was a machinist and we were fascinated by machines. So

612
00:39:49.600 --> 00:39:53.400
<v Bhavesh Naik>he saw the businesses as machines and people as

613
00:39:53.400 --> 00:39:57.240
<v Bhavesh Naik>machine parts. So the entire philosophy of managing

614
00:39:57.240 --> 00:40:00.720
<v Bhavesh Naik>people was looked on as if people are machines.

615
00:40:01.600 --> 00:40:05.540
<v Bhavesh Naik>And this is a flaw. We still look at it, our people as

616
00:40:05.540 --> 00:40:09.420
<v Bhavesh Naik>machines. This is why we love AI even more. I've been talking about

617
00:40:09.420 --> 00:40:13.340
<v Bhavesh Naik>this for 20 years. This message is even more relevant

618
00:40:13.340 --> 00:40:16.940
<v Bhavesh Naik>today because we love AI for this reason. Because we don't know how to manage

619
00:40:16.940 --> 00:40:19.220
<v Bhavesh Naik>people. We don't know how to deal with people. We don't know how to deal

620
00:40:19.220 --> 00:40:22.900
<v Bhavesh Naik>with differences. We don't know how to deal with people who

621
00:40:22.900 --> 00:40:26.700
<v Bhavesh Naik>have passion, who have talent, who have their opinions,

622
00:40:26.860 --> 00:40:30.700
<v Bhavesh Naik>right, who have wisdom, who have aspirations, who have goals in life.

623
00:40:31.420 --> 00:40:34.540
<v Bhavesh Naik>We don't like that, we don't know what to do with it.

624
00:40:35.420 --> 00:40:39.180
<v Bhavesh Naik>So the existing management philosophies don't give us tools

625
00:40:40.060 --> 00:40:42.660
<v Bhavesh Naik>to it. And this is not their fault, this is not the fault of the

626
00:40:42.660 --> 00:40:46.620
<v Bhavesh Naik>leader. So the result is that I call it

627
00:40:47.100 --> 00:40:50.980
<v Bhavesh Naik>dependency epidemic. We have created deeply

628
00:40:50.980 --> 00:40:54.740
<v Bhavesh Naik>dependent organisations. So if the leader goes away for three months or six

629
00:40:54.740 --> 00:40:57.770
<v Bhavesh Naik>months, the organisation begins to fall apart.

630
00:40:59.290 --> 00:41:02.530
<v Bhavesh Naik>So just think about a business, right? If someone is running, I'm sure you work

631
00:41:02.530 --> 00:41:06.170
<v Bhavesh Naik>with business people, right? Where you have somebody's running a 200 people firm,

632
00:41:06.810 --> 00:41:09.890
<v Bhavesh Naik>the business owner says, I'm going to take a sabbatical, I'm going to go away

633
00:41:09.890 --> 00:41:13.850
<v Bhavesh Naik>for six months. When she or he or they come back, the organisation

634
00:41:13.850 --> 00:41:17.850
<v Bhavesh Naik>is gone, right? Most of the time, unless they've set up some structures and things

635
00:41:17.850 --> 00:41:21.690
<v Bhavesh Naik>like that. So then

636
00:41:21.850 --> 00:41:25.570
<v Bhavesh Naik>going back to your question, how does self awareness come

637
00:41:25.570 --> 00:41:29.450
<v Bhavesh Naik>into play in this? That's a very important question. So once they're

638
00:41:29.450 --> 00:41:32.850
<v Bhavesh Naik>open to looking at this, then we can talk about

639
00:41:33.250 --> 00:41:37.090
<v Bhavesh Naik>how to bring in the human element which is missing

640
00:41:37.090 --> 00:41:40.970
<v Bhavesh Naik>in our business. So truly finding all the conversations that we've

641
00:41:40.970 --> 00:41:44.890
<v Bhavesh Naik>had until to this point, looking at a human

642
00:41:44.890 --> 00:41:48.850
<v Bhavesh Naik>being as a human being, not as a machine. When we do

643
00:41:48.850 --> 00:41:52.820
<v Bhavesh Naik>that, we unlock the true potential of our people.

644
00:41:52.820 --> 00:41:56.660
<v Bhavesh Naik>We're already paying for it. We salaries are the highest

645
00:41:56.660 --> 00:41:59.700
<v Bhavesh Naik>on most people's P and L statements,

646
00:42:00.660 --> 00:42:04.340
<v Bhavesh Naik>but we are only getting 33% from that. So

647
00:42:04.740 --> 00:42:08.740
<v Bhavesh Naik>if I learn how to do this. Well, this goes into all of the things

648
00:42:08.740 --> 00:42:11.620
<v Bhavesh Naik>that's happening today, you know, remote work and bring them back.

649
00:42:12.820 --> 00:42:16.100
<v Bhavesh Naik>Cancelling the DEI initiatives and stuff like. Because we don't know how to

650
00:42:16.670 --> 00:42:20.630
<v Bhavesh Naik>deal with human beings as human beings. So did I go on

651
00:42:20.630 --> 00:42:23.310
<v Bhavesh Naik>a rant. As you're talking now? I'm thinking,

652
00:42:24.430 --> 00:42:27.390
<v Joanne Lockwood>if you think about a diverse world we live in,

653
00:42:28.510 --> 00:42:32.230
<v Joanne Lockwood>people have vastly different starting points on the

654
00:42:32.230 --> 00:42:36.070
<v Joanne Lockwood>journey you're talking about and you throw into the mix someone who's

655
00:42:36.070 --> 00:42:39.950
<v Joanne Lockwood>neurodivergent. I can imagine there's a

656
00:42:39.950 --> 00:42:43.910
<v Joanne Lockwood>huge challenge in trying to get this alignment. But given the

657
00:42:43.910 --> 00:42:47.910
<v Joanne Lockwood>starting point, and must be a real challenge to you to work with organisations,

658
00:42:47.910 --> 00:42:51.910
<v Joanne Lockwood>you may well be able to get a number of people thinking in this

659
00:42:51.910 --> 00:42:55.550
<v Joanne Lockwood>way. But the challenge must be the outliers who really struggle with the

660
00:42:55.550 --> 00:42:59.470
<v Joanne Lockwood>concept. Yes. And the outliers. Actually the

661
00:42:59.470 --> 00:43:03.470
<v Bhavesh Naik>outliers are probably the majority I work with. Not, not

662
00:43:03.470 --> 00:43:06.910
<v Bhavesh Naik>everybody is open to this message. And

663
00:43:07.150 --> 00:43:10.950
<v Bhavesh Naik>that's true. At least today. It might be different 10 years from now or 20

664
00:43:10.950 --> 00:43:13.790
<v Bhavesh Naik>years from now. It's

665
00:43:14.830 --> 00:43:18.510
<v Bhavesh Naik>the only way that they can be open to it is if

666
00:43:18.590 --> 00:43:22.430
<v Bhavesh Naik>I bring them results. And the results have to be

667
00:43:22.430 --> 00:43:26.270
<v Bhavesh Naik>there, otherwise commitment

668
00:43:26.270 --> 00:43:30.110
<v Bhavesh Naik>won't be there. Right. Or so for me

669
00:43:30.110 --> 00:43:33.950
<v Bhavesh Naik>to sell this quote, unquote, sell this to the organisations,

670
00:43:34.030 --> 00:43:37.950
<v Bhavesh Naik>I need to bring the results and sometimes fairly immediate results. And then when

671
00:43:37.950 --> 00:43:41.550
<v Bhavesh Naik>we're talking, and I'm not saying a week or month or something like that, three

672
00:43:41.550 --> 00:43:45.350
<v Bhavesh Naik>months, six months, there's some results and then they get a little bit

673
00:43:45.350 --> 00:43:48.230
<v Bhavesh Naik>sold and then we can do a long term. Ultimately this is a long term

674
00:43:48.230 --> 00:43:52.229
<v Bhavesh Naik>commitment type of thing. Right. It's a long term, one year, two year, something

675
00:43:52.229 --> 00:43:56.110
<v Bhavesh Naik>like that. But it can, it can happen. The

676
00:43:56.110 --> 00:44:00.110
<v Joanne Lockwood>other thing that's occurring to me as you're talking is we almost

677
00:44:00.110 --> 00:44:03.920
<v Joanne Lockwood>need to be able to step out not just of ourselves, but, but

678
00:44:04.000 --> 00:44:07.280
<v Joanne Lockwood>also ourselves as part of a team or ourselves as part of a business.

679
00:44:07.760 --> 00:44:11.520
<v Joanne Lockwood>I'm going to look at how all my team is performing.

680
00:44:11.600 --> 00:44:15.280
<v Bhavesh Naik>Exactly. And how my business is performing. Yeah,

681
00:44:15.680 --> 00:44:19.680
<v Joanne Lockwood>it's that shifting your focus from

682
00:44:19.680 --> 00:44:23.120
<v Joanne Lockwood>self to team to division to organisation

683
00:44:24.000 --> 00:44:27.840
<v Joanne Lockwood>and being self aware of all those layers as well. Absolutely.

684
00:44:27.840 --> 00:44:31.670
<v Joanne Lockwood>Challenge. Absolutely. Well, the measurements that we

685
00:44:31.670 --> 00:44:35.590
<v Bhavesh Naik>use, I mean we actually do it, you know, we call it objectification. Right. Object

686
00:44:35.990 --> 00:44:39.910
<v Bhavesh Naik>objectives of KPR and all those things that brings

687
00:44:39.910 --> 00:44:42.870
<v Bhavesh Naik>an element of awareness.

688
00:44:43.750 --> 00:44:47.110
<v Bhavesh Naik>It's a very narrow view of that awareness, but it does

689
00:44:47.590 --> 00:44:50.630
<v Bhavesh Naik>so. But what this requires is

690
00:44:51.350 --> 00:44:55.150
<v Bhavesh Naik>more of a open awareness on the part of the leadership. It starts

691
00:44:55.150 --> 00:44:59.070
<v Bhavesh Naik>there. If they are, if they don't get bought into this, then

692
00:44:59.070 --> 00:45:03.030
<v Bhavesh Naik>it absolutely doesn't work. Right? So it's a transformation that starts from the

693
00:45:03.030 --> 00:45:06.870
<v Bhavesh Naik>top down or inside out. If the person who is the leader,

694
00:45:06.870 --> 00:45:10.070
<v Bhavesh Naik>who is in the centre of the organisation and if you look at it as

695
00:45:10.070 --> 00:45:13.830
<v Bhavesh Naik>like a ripple effect, so it has to work

696
00:45:13.910 --> 00:45:17.710
<v Bhavesh Naik>from the leadership team, they have to commit to

697
00:45:17.710 --> 00:45:21.640
<v Bhavesh Naik>it, they have to be, to, to be

698
00:45:21.640 --> 00:45:24.760
<v Bhavesh Naik>open to this idea and then willing to give it a try. So then you

699
00:45:24.760 --> 00:45:28.640
<v Bhavesh Naik>know, in those experiments, you know, in those pilots, you kind of say, well these

700
00:45:28.640 --> 00:45:31.120
<v Bhavesh Naik>are the things that we're going to shoot for, you know, what are you looking

701
00:45:31.120 --> 00:45:34.840
<v Bhavesh Naik>for? Why are we doing this? And they'll find a three month thing where you

702
00:45:34.840 --> 00:45:37.519
<v Bhavesh Naik>can see tangible results. Now the tangible results

703
00:45:38.880 --> 00:45:42.760
<v Bhavesh Naik>may be measurable, but sometimes they're not. Now anything can, can be

704
00:45:42.760 --> 00:45:46.600
<v Bhavesh Naik>measured, right? But sometimes it's, it's an intuitive feeling. Most leaders

705
00:45:46.600 --> 00:45:49.680
<v Bhavesh Naik>are actually intuitive, right? And they'll know

706
00:45:50.400 --> 00:45:54.320
<v Bhavesh Naik>that, okay, my team is functioning better right now.

707
00:45:54.320 --> 00:45:58.000
<v Bhavesh Naik>The problem is when you have a hierarchy where you have a vice president who

708
00:45:58.000 --> 00:46:01.840
<v Bhavesh Naik>is reporting to a president and CEO and he needs to prove to their

709
00:46:01.920 --> 00:46:05.800
<v Bhavesh Naik>superiors that whatever it is that you're taking on is working and

710
00:46:05.800 --> 00:46:08.640
<v Bhavesh Naik>then they have to prove it to someone. But if you're working, I work with

711
00:46:10.240 --> 00:46:14.000
<v Bhavesh Naik>basically folks who are self contained entities

712
00:46:14.000 --> 00:46:17.790
<v Bhavesh Naik>where there is a definitive person who is at the

713
00:46:17.790 --> 00:46:20.990
<v Bhavesh Naik>hell, right. And this person is,

714
00:46:22.350 --> 00:46:26.270
<v Bhavesh Naik>doesn't have report to anyone except their family, you know, so

715
00:46:26.990 --> 00:46:30.950
<v Bhavesh Naik>they, they are. So that's, that's where I come in. And

716
00:46:30.950 --> 00:46:34.430
<v Bhavesh Naik>those, that is where my bread and butter is because

717
00:46:35.150 --> 00:46:39.150
<v Bhavesh Naik>organisations, it can happen. I work with organisations and within the pockets. So

718
00:46:39.150 --> 00:46:43.050
<v Bhavesh Naik>within organisations there is sometimes someone who is in charge of P and L

719
00:46:43.050 --> 00:46:46.450
<v Bhavesh Naik>within the large organisation and they have that self contained team.

720
00:46:46.690 --> 00:46:49.890
<v Bhavesh Naik>I've done some work with them, but they are always accountable to someone.

721
00:46:50.370 --> 00:46:54.370
<v Bhavesh Naik>So. But even in those cases anything can be measured. Productivity can be

722
00:46:54.370 --> 00:46:57.849
<v Bhavesh Naik>measured, even happiness can be measured. So. But you just have to find out what

723
00:46:57.849 --> 00:47:01.170
<v Bhavesh Naik>those measurement matrix are. Yeah,

724
00:47:02.370 --> 00:47:05.450
<v Joanne Lockwood>I'm with you on most of this. I'm just trying to think about, I'm kind

725
00:47:05.450 --> 00:47:09.260
<v Joanne Lockwood>of a, I'm definitely a possibilist to start. Yeah, anything's possible. And

726
00:47:09.260 --> 00:47:12.460
<v Joanne Lockwood>then I move into implementation and

727
00:47:13.180 --> 00:47:17.060
<v Joanne Lockwood>all the risk analysis and resistance and objection handling. So one

728
00:47:17.060 --> 00:47:20.740
<v Joanne Lockwood>outlier is going to, I'm not saying it would

729
00:47:20.740 --> 00:47:24.580
<v Joanne Lockwood>disrupt the whole process, but it would make the communication channels between

730
00:47:24.580 --> 00:47:27.820
<v Joanne Lockwood>team members and the business more tricky, wouldn't it?

731
00:47:28.140 --> 00:47:32.060
<v Bhavesh Naik>Yeah. Where people aren't wholly bought into this. It really has got to.

732
00:47:32.300 --> 00:47:36.300
<v Joanne Lockwood>You got to embrace this as a team. Yeah, yeah. Now, so. So

733
00:47:36.300 --> 00:47:40.220
<v Bhavesh Naik>this is where it becomes important to make sure that it's not seen as

734
00:47:40.220 --> 00:47:44.180
<v Bhavesh Naik>some kind of like cultism thingy that's come being forced down from the top,

735
00:47:44.180 --> 00:47:48.100
<v Bhavesh Naik>right. They have to buy into this. So for that there is a very

736
00:47:48.100 --> 00:47:51.740
<v Bhavesh Naik>simple way. You don't have to talk about any of these things. There are sometimes

737
00:47:51.740 --> 00:47:55.100
<v Bhavesh Naik>when I would sit down with someone who is, who's a leader and I would

738
00:47:55.100 --> 00:47:58.820
<v Bhavesh Naik>say do this and there, there a. There's a

739
00:47:58.820 --> 00:48:02.240
<v Bhavesh Naik>process that begins with one on one. So if you're a leader, say you have

740
00:48:02.240 --> 00:48:05.160
<v Bhavesh Naik>a hundred people, company, you have five people who are reporting to you, who is

741
00:48:05.160 --> 00:48:08.920
<v Bhavesh Naik>the executive team. All right? And you want to kind of give this a shot.

742
00:48:09.640 --> 00:48:13.600
<v Bhavesh Naik>All I would ask you to do is, is have a one

743
00:48:13.600 --> 00:48:17.200
<v Bhavesh Naik>on one conversation with each one of these people and don't talk about any of

744
00:48:17.200 --> 00:48:20.360
<v Bhavesh Naik>this stuff that we talked about because it made this scare them away, right?

745
00:48:20.840 --> 00:48:24.520
<v Bhavesh Naik>But ask them some three or four, very simple question, right?

746
00:48:24.520 --> 00:48:27.840
<v Bhavesh Naik>And what. I don't know how much time we have right now, but I would

747
00:48:27.840 --> 00:48:31.000
<v Bhavesh Naik>ask them to take a sheet of paper like that and, and write down at

748
00:48:31.000 --> 00:48:34.760
<v Bhavesh Naik>the top of my job, right, My job here with this organisation,

749
00:48:35.480 --> 00:48:38.920
<v Bhavesh Naik>and ask the first question, why? Right?

750
00:48:39.720 --> 00:48:43.640
<v Bhavesh Naik>Halfway down that sheet of paper is what? On the

751
00:48:43.640 --> 00:48:47.320
<v Bhavesh Naik>back of the sheet you write how and how, right?

752
00:48:47.960 --> 00:48:51.320
<v Bhavesh Naik>So if I'm a manager or you're a manager, you would sit down with this

753
00:48:51.320 --> 00:48:54.840
<v Bhavesh Naik>person and say, well, why is this job important to you?

754
00:48:55.970 --> 00:48:59.130
<v Bhavesh Naik>So this becomes part of the management process. It can also become part of the

755
00:48:59.130 --> 00:49:03.130
<v Bhavesh Naik>recruitment process. These are powerful questions to ask, right? Why work here? So

756
00:49:03.130 --> 00:49:06.610
<v Bhavesh Naik>they'll come up with 1, 2, 3 things. What's your vision working here?

757
00:49:07.490 --> 00:49:11.450
<v Bhavesh Naik>Right? Fast forward 2, 3, 4, 5 years down the

758
00:49:11.450 --> 00:49:15.450
<v Bhavesh Naik>road. Where do you see yourself in context of working here? And then

759
00:49:15.450 --> 00:49:18.450
<v Bhavesh Naik>on the flip side, how do we get there? So this

760
00:49:19.570 --> 00:49:23.330
<v Bhavesh Naik>process, we can do another podcast just on this, but this

761
00:49:23.330 --> 00:49:27.200
<v Bhavesh Naik>process brings together everything that we've talked about and it's a simple

762
00:49:27.200 --> 00:49:31.160
<v Bhavesh Naik>enough process. So the idea there is that when they

763
00:49:31.320 --> 00:49:35.000
<v Bhavesh Naik>say why, when they answer the question, why is it, why am I working here?

764
00:49:35.080 --> 00:49:38.680
<v Bhavesh Naik>They are basically giving you the reason that that's their engagement,

765
00:49:39.240 --> 00:49:42.600
<v Bhavesh Naik>right? Organisations don't have this conversation. Why are you here?

766
00:49:42.840 --> 00:49:46.680
<v Bhavesh Naik>We've done incredible volume of data

767
00:49:46.840 --> 00:49:50.440
<v Bhavesh Naik>analysis and things like that, and we do job performance and stuff like that. But

768
00:49:50.440 --> 00:49:54.310
<v Bhavesh Naik>they don't ask these basic questions, why this job? Why are you here? And this

769
00:49:54.310 --> 00:49:58.070
<v Bhavesh Naik>question needs to be visited again and again and again. Not because, like a

770
00:49:58.070 --> 00:50:02.070
<v Bhavesh Naik>challenge or anything like that, but share with me why it's important for you

771
00:50:02.070 --> 00:50:05.710
<v Bhavesh Naik>to work here so that I understand you. There are some

772
00:50:05.710 --> 00:50:09.550
<v Bhavesh Naik>guidelines. Now, you don't misuse this, right? But

773
00:50:09.550 --> 00:50:13.150
<v Bhavesh Naik>there is. So it's. You know, we talked about this, right? The

774
00:50:13.150 --> 00:50:17.110
<v Bhavesh Naik>structure. The structure is relationship between two people.

775
00:50:17.920 --> 00:50:21.760
<v Bhavesh Naik>This is how it happens, right? You ask the why question, why you're

776
00:50:21.760 --> 00:50:25.680
<v Bhavesh Naik>here, and then what's the vision? There needs to be some. Some

777
00:50:27.920 --> 00:50:31.720
<v Bhavesh Naik>understanding, some empathy. All of these things come

778
00:50:31.720 --> 00:50:35.600
<v Bhavesh Naik>into play, right? Understanding the other person, not jumping and telling them

779
00:50:35.600 --> 00:50:39.560
<v Bhavesh Naik>why they need to be there, right? You're listening and you're asking

780
00:50:39.560 --> 00:50:43.480
<v Bhavesh Naik>the question, why are you here? And, and, and they're telling you. You listen

781
00:50:43.480 --> 00:50:47.250
<v Bhavesh Naik>and you write it down. You let have them write it down, right? Whatever the

782
00:50:47.570 --> 00:50:50.610
<v Bhavesh Naik>cause, you can't argue with their why, right?

783
00:50:51.570 --> 00:50:55.490
<v Bhavesh Naik>So, and then they, they tell you what is their vision of being there?

784
00:50:55.490 --> 00:50:59.490
<v Bhavesh Naik>And they say, well, I want to be. I want to be making $150,000

785
00:50:59.490 --> 00:51:03.490
<v Bhavesh Naik>a year two years down the road. Now, that vision you

786
00:51:03.490 --> 00:51:07.490
<v Bhavesh Naik>need to basically agree on. If someone is saying, well,

787
00:51:07.490 --> 00:51:11.130
<v Bhavesh Naik>I'm going to be making $300,000, and you might say, well, this job is not

788
00:51:11.130 --> 00:51:14.350
<v Bhavesh Naik>going to get you there. It'll get you to maybe $200,000.

789
00:51:15.070 --> 00:51:18.870
<v Bhavesh Naik>So it's this kind of a conversation that

790
00:51:18.870 --> 00:51:22.430
<v Bhavesh Naik>needs to happen between the boss and the. And the

791
00:51:22.430 --> 00:51:26.150
<v Bhavesh Naik>employee to have that bond. And then the

792
00:51:26.150 --> 00:51:30.110
<v Bhavesh Naik>idea is that the manager, the supervisor, the leader

793
00:51:30.190 --> 00:51:33.950
<v Bhavesh Naik>becomes a resource to that person, right? At one

794
00:51:33.950 --> 00:51:37.910
<v Bhavesh Naik>level. And then. So it's like, I think you mentioned, it's

795
00:51:37.910 --> 00:51:41.320
<v Bhavesh Naik>almost like being a coach, right? You are in a coaching

796
00:51:41.320 --> 00:51:44.560
<v Bhavesh Naik>relationship just as well, as much as you are also

797
00:51:45.360 --> 00:51:49.320
<v Bhavesh Naik>a leader or manager who's responsible for this person to do what they need

798
00:51:49.320 --> 00:51:53.040
<v Bhavesh Naik>to do. But yeah, you become a resource, you become a mentor,

799
00:51:53.040 --> 00:51:57.040
<v Bhavesh Naik>you'll become all of those things or some of those things, but that's it.

800
00:51:57.040 --> 00:52:00.240
<v Bhavesh Naik>So the understanding and empathy and

801
00:52:01.040 --> 00:52:04.880
<v Bhavesh Naik>really getting to know someone and what makes them tick and also

802
00:52:04.880 --> 00:52:08.780
<v Bhavesh Naik>being very ethical about it, because you can't be talking about 12 all these people

803
00:52:08.780 --> 00:52:12.660
<v Bhavesh Naik>and you can't play politics based on what someone tells you, because if you do

804
00:52:12.660 --> 00:52:16.660
<v Bhavesh Naik>that, then that breaks the trust, right? And then they won't open up or they'll

805
00:52:16.660 --> 00:52:19.220
<v Bhavesh Naik>give you the wrong answer. They'll give you the answers that you want to hear.

806
00:52:19.220 --> 00:52:22.940
<v Bhavesh Naik>Yeah, but, but so my point is that this comes down to nuts and

807
00:52:22.940 --> 00:52:26.820
<v Bhavesh Naik>bolts. And I've done presentations on how this

808
00:52:26.820 --> 00:52:30.820
<v Bhavesh Naik>little process ties into a lot of the things that we talked about. Right. Because

809
00:52:30.820 --> 00:52:34.710
<v Bhavesh Naik>there is a correlationship. So, you know, there, there's

810
00:52:34.710 --> 00:52:38.310
<v Bhavesh Naik>intricacies of how asking these simple questions actually

811
00:52:38.630 --> 00:52:42.310
<v Bhavesh Naik>taps into a lot of the things that we talked about and being aware

812
00:52:42.790 --> 00:52:46.790
<v Bhavesh Naik>here. Right. So you bring awareness to. That's always a play.

813
00:52:47.350 --> 00:52:51.350
<v Bhavesh Naik>That's always in play. Right. You are. You are being aware of

814
00:52:51.350 --> 00:52:55.110
<v Bhavesh Naik>the conversation. When you're aware, you will notice things

815
00:52:55.190 --> 00:52:58.230
<v Bhavesh Naik>in people that you normally would not notice if you weren't aware.

816
00:52:59.190 --> 00:53:03.070
<v Joanne Lockwood>Yeah. You'll be able to understand them better. Yeah, I mean, that's a critical

817
00:53:03.070 --> 00:53:06.990
<v Joanne Lockwood>part. When I'm trying to. I mean, my brain's going

818
00:53:06.990 --> 00:53:10.830
<v Joanne Lockwood>back to things like emotional intelligence. And the whole point of self

819
00:53:10.830 --> 00:53:14.710
<v Joanne Lockwood>awareness and self management, self regulation, is to be more aware of your

820
00:53:14.710 --> 00:53:18.710
<v Joanne Lockwood>surroundings as well, and the cues you're picking up from people. Be aware of your

821
00:53:18.710 --> 00:53:22.150
<v Joanne Lockwood>breathing, your biases, whatever it may be. Right, right. And so

822
00:53:22.470 --> 00:53:26.420
<v Joanne Lockwood>once you become aware of self, you become more tuned in and aware

823
00:53:26.420 --> 00:53:30.420
<v Joanne Lockwood>of others. So then you could regulate and adjust and be

824
00:53:30.420 --> 00:53:34.260
<v Joanne Lockwood>more person centric, aren't you? That's great point. Yeah,

825
00:53:34.260 --> 00:53:38.260
<v Bhavesh Naik>excellent point. Exactly. So when you. The degree to which we are self

826
00:53:38.260 --> 00:53:42.260
<v Bhavesh Naik>awareness is a degree to which we are able to help others get in touch

827
00:53:42.260 --> 00:53:46.140
<v Bhavesh Naik>with their own self awareness. And there is this connection,

828
00:53:47.100 --> 00:53:50.910
<v Bhavesh Naik>this understanding, deep understanding that. That we normally don't

829
00:53:50.910 --> 00:53:54.790
<v Bhavesh Naik>see in business. Relationships because leadership is sort of social influence

830
00:53:54.790 --> 00:53:58.670
<v Joanne Lockwood>and being aware of self and how you're interacting with somebody else gives

831
00:53:58.670 --> 00:54:02.550
<v Joanne Lockwood>you, I was gonna say great power, great insight into

832
00:54:04.150 --> 00:54:07.590
<v Joanne Lockwood>having productive conversations, productive outcomes and

833
00:54:07.750 --> 00:54:11.710
<v Joanne Lockwood>persuasion, whatever it may be, by creating that alignment. And

834
00:54:11.710 --> 00:54:14.790
<v Joanne Lockwood>that starts with self awareness and aware of others, isn't it? Exactly.

835
00:54:15.190 --> 00:54:19.150
<v Joanne Lockwood>Constantly. Course correct. So you're not crashing into each other. Exactly. Yes.

836
00:54:19.150 --> 00:54:22.990
<v Bhavesh Naik>Yeah, yeah, yeah, Great. That's a great point. Yeah, I think I get

837
00:54:22.990 --> 00:54:26.950
<v Joanne Lockwood>it. Good. All right, thank you. Yeah, yeah. So I've been trying to play

838
00:54:26.950 --> 00:54:30.830
<v Joanne Lockwood>with everything you're saying and trying to contextualise it into my metaphors and

839
00:54:31.390 --> 00:54:34.190
<v Joanne Lockwood>view of the world. And I think. I think I'm getting what you're saying here.

840
00:54:35.070 --> 00:54:38.750
<v Joanne Lockwood>And it's trying to create that alignment and that interfacing with other people,

841
00:54:40.110 --> 00:54:43.390
<v Joanne Lockwood>starting with who are we? Right. And then who are you?

842
00:54:43.710 --> 00:54:47.710
<v Bhavesh Naik>Yeah. And how do we want to communicate and how do we become more effective?

843
00:54:48.090 --> 00:54:51.610
<v Bhavesh Naik>All right. Yes. Yeah, thank you. Thank you for playing with me on that.

844
00:54:51.770 --> 00:54:55.570
<v Bhavesh Naik>So because these are. These are different things that people

845
00:54:55.570 --> 00:54:59.450
<v Bhavesh Naik>that, to Talk about in, in a business conversation that most people are,

846
00:54:59.930 --> 00:55:03.889
<v Bhavesh Naik>are accustomed to. So. Yeah. Yeah. I mean I

847
00:55:03.889 --> 00:55:07.050
<v Joanne Lockwood>talk to a lot of people about emotional intelligence and to many people it's a,

848
00:55:07.370 --> 00:55:11.210
<v Joanne Lockwood>a dark art just talking about it and. Yeah. Even

849
00:55:11.210 --> 00:55:15.100
<v Joanne Lockwood>getting people to be accountable for their, for

850
00:55:15.100 --> 00:55:19.100
<v Joanne Lockwood>their Persona, it's like. That's right. I'm just me. I don't care, I don't care

851
00:55:19.100 --> 00:55:22.180
<v Joanne Lockwood>what you think of me. I'm just me. Well, actually if you start caring about

852
00:55:22.180 --> 00:55:26.060
<v Joanne Lockwood>what, what people think of you, it's not, not necessarily to worry about judgement or

853
00:55:26.060 --> 00:55:29.620
<v Joanne Lockwood>worry about the negative side, but just aware. Because if you, if you think you're

854
00:55:29.620 --> 00:55:33.420
<v Joanne Lockwood>A and people think you're B. Yeah. Then you need to

855
00:55:33.420 --> 00:55:37.100
<v Joanne Lockwood>shift perspectives. Exactly. If no matter how

856
00:55:37.100 --> 00:55:40.900
<v Joanne Lockwood>I'm thinking, you believe I'm like this. Okay, hang on a minute.

857
00:55:40.900 --> 00:55:44.020
<v Joanne Lockwood>Why is there a disconnect between who I think I am and who you think

858
00:55:44.020 --> 00:55:47.940
<v Joanne Lockwood>I am? Right. Yeah. And if there's a misalignment there, you have the power of

859
00:55:47.940 --> 00:55:51.900
<v Joanne Lockwood>change, don't you? Exactly. Yes. Yeah, you do. And I want to throw

860
00:55:51.900 --> 00:55:55.860
<v Bhavesh Naik>out another term. Emotional intelligence is a good term and there's

861
00:55:55.860 --> 00:55:59.820
<v Bhavesh Naik>a very specific definition of what that means. I like the term emotional awareness

862
00:56:00.460 --> 00:56:04.060
<v Bhavesh Naik>because it's a very simple term. It's self explanatory.

863
00:56:04.540 --> 00:56:08.460
<v Bhavesh Naik>It's awareness of how you're feeling. So one of the awareness. So the

864
00:56:08.460 --> 00:56:12.460
<v Bhavesh Naik>seven dimensions of awareness is. One of those seven dimensions is

865
00:56:12.460 --> 00:56:16.410
<v Bhavesh Naik>awareness of how I'm feeling in this moment. So that's a very

866
00:56:16.410 --> 00:56:20.290
<v Bhavesh Naik>powerful thing to be. Right. So and emotional intelligence

867
00:56:20.290 --> 00:56:24.010
<v Bhavesh Naik>to me is. It implies, it may not be meant that way, but

868
00:56:24.010 --> 00:56:27.770
<v Bhavesh Naik>sometimes it interpreted as using intellect to

869
00:56:27.770 --> 00:56:31.650
<v Bhavesh Naik>overpower the emotion and that's somehow that context. And

870
00:56:31.650 --> 00:56:35.450
<v Bhavesh Naik>that's not good because that is a suppression of emotion. Suppression of

871
00:56:35.450 --> 00:56:39.330
<v Bhavesh Naik>emotion is not healthy. So I like the term emotional

872
00:56:39.330 --> 00:56:43.120
<v Bhavesh Naik>awareness in the sense that. Okay, what am I feeling this morning in,

873
00:56:43.200 --> 00:56:46.800
<v Bhavesh Naik>in this, in this moment. So right now we're having this conversation. So I am

874
00:56:46.960 --> 00:56:50.920
<v Bhavesh Naik>in a nice optimistic, happy state right now because I

875
00:56:50.920 --> 00:56:54.760
<v Bhavesh Naik>enjoy having this kinds of conversation. Right. And so that's

876
00:56:54.760 --> 00:56:58.720
<v Bhavesh Naik>my feeling right now. Now I may be sitting down, having a cup of coffee

877
00:56:58.799 --> 00:57:02.640
<v Bhavesh Naik>and I may be tired a little bit. Moment to moment, being

878
00:57:02.640 --> 00:57:06.480
<v Bhavesh Naik>aware of how I'm feeling. That brings us a tremendous

879
00:57:06.480 --> 00:57:10.450
<v Bhavesh Naik>amount of power to, to own that feeling, number

880
00:57:10.450 --> 00:57:13.250
<v Bhavesh Naik>one. And then if there's something needs to be done about that, then we can

881
00:57:13.250 --> 00:57:17.130
<v Bhavesh Naik>do that. Yeah. So I think I like that differentiation and I see what

882
00:57:17.130 --> 00:57:20.810
<v Joanne Lockwood>you're saying about. Because I always get worried that if you're.

883
00:57:21.370 --> 00:57:25.170
<v Joanne Lockwood>We talk about, you know, the four pillars, if you like, of emotional intelligence.

884
00:57:25.170 --> 00:57:29.010
<v Bhavesh Naik>Yeah. The self awareness and the self regulation. It's almost, as you say,

885
00:57:29.010 --> 00:57:32.970
<v Joanne Lockwood>it's almost trying to override. Right. Your natural flow

886
00:57:32.970 --> 00:57:36.870
<v Joanne Lockwood>state. Exactly. Force yourself into a different zone. Yes. Rather than

887
00:57:37.430 --> 00:57:40.950
<v Joanne Lockwood>just being hyper aware and in that moment. Yes. And

888
00:57:41.110 --> 00:57:44.870
<v Joanne Lockwood>realising you're maybe standing in the wrong place. Yeah.

889
00:57:45.910 --> 00:57:49.510
<v Joanne Lockwood>I think also if you. If you recognise that humans store

890
00:57:49.750 --> 00:57:53.750
<v Joanne Lockwood>a lot of memories with their emotions and how they're feeling, you're going to regress

891
00:57:53.750 --> 00:57:57.350
<v Joanne Lockwood>back in time to a place where you were happy. Right.

892
00:57:57.430 --> 00:58:01.150
<v Joanne Lockwood>Can. Can change your whole Persona, can't it? Bringing yourself in that. In that

893
00:58:01.150 --> 00:58:04.000
<v Joanne Lockwood>conscious state. Yeah.

894
00:58:05.840 --> 00:58:09.320
<v Bhavesh Naik>One example I'd like to give is, you know, imagine Martin Luther, Dr. Martin Luther

895
00:58:09.320 --> 00:58:12.800
<v Bhavesh Naik>King Jr. Speech. You know, I have a dream. If he was being

896
00:58:12.800 --> 00:58:16.760
<v Bhavesh Naik>emotionally intelligent, he would kind of regulate those emotions and

897
00:58:16.760 --> 00:58:19.760
<v Bhavesh Naik>he'll say, I have a dream. Right. He'll say, I kind of have this dream,

898
00:58:19.840 --> 00:58:22.120
<v Bhavesh Naik>but I'm not sure if I'll be able to attain it or not. You know,

899
00:58:22.120 --> 00:58:26.080
<v Bhavesh Naik>who knows? Right. That's being emotionally intelligent. Right. But there

900
00:58:26.080 --> 00:58:30.010
<v Bhavesh Naik>is no doubt, there is no hesitation, there is no. That's

901
00:58:30.010 --> 00:58:33.930
<v Bhavesh Naik>emotional awareness. Right. So emotions are very powerful and they

902
00:58:33.930 --> 00:58:37.530
<v Bhavesh Naik>have a purpose. There is a reason for those emotions. And some of these

903
00:58:37.530 --> 00:58:41.530
<v Bhavesh Naik>emotions are wonderful because it brings us together, it allows us to

904
00:58:41.530 --> 00:58:44.769
<v Bhavesh Naik>do things that we have never done before. And so one of the things that

905
00:58:44.769 --> 00:58:48.530
<v Bhavesh Naik>we've done with some conversation we had about viewing people as machine parts

906
00:58:48.690 --> 00:58:51.970
<v Bhavesh Naik>is that we don't like people emoting in the workplace. Right.

907
00:58:52.690 --> 00:58:55.700
<v Bhavesh Naik>Because we don't know what to do with it. All right, so this is why

908
00:58:55.700 --> 00:58:59.620
<v Bhavesh Naik>we love emotional intelligence so much, because it sometimes it can be used

909
00:58:59.620 --> 00:59:03.260
<v Bhavesh Naik>as a way to tell people, hey, you know, be emotionally intelligent, don't let it

910
00:59:03.260 --> 00:59:07.140
<v Bhavesh Naik>all hang out. Right. Oh, and I'm starting to see that term in job

911
00:59:07.140 --> 00:59:11.140
<v Bhavesh Naik>descriptions. You know, you require emotional intelligence to work here and then

912
00:59:11.140 --> 00:59:14.500
<v Bhavesh Naik>that can be taken in so many different ways. We are so dysfunctional and we

913
00:59:14.500 --> 00:59:18.300
<v Bhavesh Naik>are so toxic that you'll need to be emotionally intelligent to work

914
00:59:18.300 --> 00:59:22.140
<v Bhavesh Naik>here, otherwise you'll fall apart. So. So. But that's my

915
00:59:22.140 --> 00:59:26.060
<v Bhavesh Naik>cynical take on. I suppose I would interpret

916
00:59:26.060 --> 00:59:29.940
<v Joanne Lockwood>it as, you want people to be accountable. Yes, that's true. For their

917
00:59:29.940 --> 00:59:33.860
<v Joanne Lockwood>impact, accountable for their intent that goes bad. I

918
00:59:33.860 --> 00:59:37.860
<v Joanne Lockwood>mean, that's how I would. That's true. I wake up believing I'm doing a

919
00:59:37.860 --> 00:59:41.740
<v Joanne Lockwood>good job. I believe I'm a good person, but someone else has a Different

920
00:59:41.740 --> 00:59:45.420
<v Joanne Lockwood>belief. So the impact I've had has been negative. I just have to be accountable

921
00:59:45.420 --> 00:59:49.250
<v Joanne Lockwood>for that. Either I reflect and go, actually, you're

922
00:59:49.250 --> 00:59:53.050
<v Joanne Lockwood>right. Or yeah, I reflect and go. Now I'm, I'm, I'm

923
00:59:53.050 --> 00:59:56.170
<v Joanne Lockwood>comfortable with what I did and I'll stand by that. So I think some of

924
00:59:56.170 --> 01:00:00.010
<v Joanne Lockwood>it is just having a, having a. You go back to

925
01:00:00.010 --> 01:00:03.690
<v Joanne Lockwood>what, the language you use. Self awareness, self reflection and just that

926
01:00:03.850 --> 01:00:07.370
<v Joanne Lockwood>appreciation of self, whether that's the helicopter view. Right.

927
01:00:07.930 --> 01:00:10.730
<v Joanne Lockwood>How do I come across? Am I a dick or am I a nice person?

928
01:00:10.890 --> 01:00:14.490
<v Bhavesh Naik>Right. I want to be a nice person. Right. If I'm coming as a dick.

929
01:00:14.790 --> 01:00:18.670
<v Bhavesh Naik>Yeah. I got the power to change, haven't I? Yeah, exactly. Yeah. So as

930
01:00:18.670 --> 01:00:22.470
<v Bhavesh Naik>soon as you're aware, you have the power. Exactly. Exactly what you said.

931
01:00:22.470 --> 01:00:26.350
<v Bhavesh Naik>Yeah. You know, once you're aware, then you have the power. But if I'm

932
01:00:26.350 --> 01:00:30.270
<v Bhavesh Naik>suppressing it, then I'm suppressing it and then I'm denying that I

933
01:00:30.270 --> 01:00:33.310
<v Bhavesh Naik>even have that feeling. And then if you don't accept that there is an issue,

934
01:00:33.310 --> 01:00:37.270
<v Bhavesh Naik>then you won't fix it. So then you'll continue to behave in that way.

935
01:00:38.870 --> 01:00:42.830
<v Joanne Lockwood>Yeah. And you have the choice to change in the future. Exactly right. If

936
01:00:42.830 --> 01:00:46.230
<v Joanne Lockwood>someone points out to the, to you the fact that that remark was

937
01:00:46.790 --> 01:00:50.590
<v Joanne Lockwood>racist. That remark was whatever. Yeah. And you go, I

938
01:00:50.590 --> 01:00:54.590
<v Joanne Lockwood>don't care. Well, that's your choice. Yeah. You have the choice to change. Telling

939
01:00:54.590 --> 01:00:57.430
<v Joanne Lockwood>someone to change is not what you're trying to do. You're trying to. You're trying

940
01:00:57.430 --> 01:01:01.150
<v Joanne Lockwood>to create a gravitational attraction to change, being

941
01:01:01.150 --> 01:01:05.030
<v Joanne Lockwood>positive, aren't you? So. Right. Show, don't tell. Yeah, yeah. And,

942
01:01:05.030 --> 01:01:09.030
<v Bhavesh Naik>yeah. And there are patterns that we play out. There are certain belief

943
01:01:09.030 --> 01:01:12.530
<v Bhavesh Naik>patterns that come to the surface in awareness. So for example, if

944
01:01:13.090 --> 01:01:17.050
<v Bhavesh Naik>I have certain views about certain race of people or certain shape of

945
01:01:17.050 --> 01:01:20.890
<v Bhavesh Naik>people and they are hidden, there is nothing wrong. We all have flaws,

946
01:01:20.890 --> 01:01:24.450
<v Bhavesh Naik>Right. We might have some experience with a parental figure who was short

947
01:01:25.010 --> 01:01:28.650
<v Bhavesh Naik>and that person wasn't nice to me. So then I have may have been holding

948
01:01:28.650 --> 01:01:32.490
<v Bhavesh Naik>some grievances about people for short. Right. So

949
01:01:32.490 --> 01:01:36.460
<v Bhavesh Naik>then I may react to them in a certain way. But if I'm aware of,

950
01:01:37.090 --> 01:01:40.970
<v Bhavesh Naik>of my patterns, my emotions, my thoughts while I'm interacting with people, then

951
01:01:40.970 --> 01:01:44.290
<v Bhavesh Naik>I would over time begin to see that, that, hey, there is a pattern. You

952
01:01:44.290 --> 01:01:48.290
<v Bhavesh Naik>know, I don't like short people. Right. So then if nothing else, you will be

953
01:01:48.290 --> 01:01:51.170
<v Bhavesh Naik>able to. Course correct. And you will be able to say, well, okay, you know,

954
01:01:51.170 --> 01:01:54.330
<v Bhavesh Naik>I need to be aware of the fact that I have this issue so, you

955
01:01:54.330 --> 01:01:58.250
<v Bhavesh Naik>know, may play out because these things are. As soon. As long as

956
01:01:58.250 --> 01:02:01.490
<v Bhavesh Naik>these things are subconscious, we have no power. Exactly what you said.

957
01:02:02.130 --> 01:02:05.530
<v Bhavesh Naik>But once they come into our awareness, then we have the power to change our

958
01:02:05.530 --> 01:02:09.390
<v Bhavesh Naik>behaviour and ultimately even change that. Pat, that. That takes

959
01:02:09.390 --> 01:02:12.830
<v Bhavesh Naik>some work sometimes, but. Yeah, but we can at least change our behaviour.

960
01:02:14.590 --> 01:02:18.590
<v Joanne Lockwood>This has been an absolutely fascinating conversation and you're right, we could dive even

961
01:02:18.590 --> 01:02:21.790
<v Joanne Lockwood>deeper into this and spend many, many more hours

962
01:02:22.430 --> 01:02:26.390
<v Joanne Lockwood>going into this. And I've really enjoyed it. So how can people get hold

963
01:02:26.390 --> 01:02:29.430
<v Joanne Lockwood>of you, you know, if they want to find out more? Sure. The best way

964
01:02:29.430 --> 01:02:33.150
<v Bhavesh Naik>to get hold of me is my website, which is AWA

965
01:02:33.230 --> 01:02:37.170
<v Bhavesh Naik>Y R E and I spell it out because the

966
01:02:37.170 --> 01:02:40.810
<v Bhavesh Naik>pronunciation of that name is actually aware. But it's spelled with a Y,

967
01:02:40.810 --> 01:02:44.650
<v Bhavesh Naik>right? A W A Y R E dot com. The best thing that I ask

968
01:02:44.810 --> 01:02:48.770
<v Bhavesh Naik>folks to do is go to the top right and click the Start

969
01:02:48.770 --> 01:02:52.610
<v Bhavesh Naik>here button. And that gives you some assessments and some. Just all

970
01:02:52.610 --> 01:02:56.570
<v Bhavesh Naik>free stuff that allow you. That allow you to take some

971
01:02:56.650 --> 01:03:00.650
<v Bhavesh Naik>answer, ask some question or answer some questions and it gives you some. Some

972
01:03:00.650 --> 01:03:04.410
<v Bhavesh Naik>reports and things like that. So. Yes, and then you can.

973
01:03:04.410 --> 01:03:08.050
<v Bhavesh Naik>From there you can get my email, my LinkedIn.

974
01:03:08.370 --> 01:03:12.210
<v Bhavesh Naik>I'm on LinkedIn a lot. Yeah, I've been on your website before

975
01:03:12.210 --> 01:03:15.970
<v Joanne Lockwood>and there's quite a lot of video content on there as well, isn't there? And

976
01:03:16.050 --> 01:03:19.970
<v Joanne Lockwood>that's true. Interviews you've done and yeah, there's some good stuff on there. So not

977
01:03:19.970 --> 01:03:23.730
<v Joanne Lockwood>just, yeah, the interactive stuff, but yeah, you can consume

978
01:03:24.210 --> 01:03:27.940
<v Joanne Lockwood>more of your ideas on the videos and things. Yes, I've

979
01:03:27.940 --> 01:03:31.180
<v Bhavesh Naik>done some videos on some of the things that we're talking about today. I also

980
01:03:31.180 --> 01:03:35.060
<v Bhavesh Naik>have a podcast which is called the Business Philosopher with the new

981
01:03:35.060 --> 01:03:38.740
<v Bhavesh Naik>podcast and on that podcast I have people who have

982
01:03:38.740 --> 01:03:42.740
<v Bhavesh Naik>built successful organisations and some of the leaders we talked about

983
01:03:42.740 --> 01:03:46.060
<v Bhavesh Naik>today, they fit in that category. Really

984
01:03:46.700 --> 01:03:48.780
<v Bhavesh Naik>great people that I've interviewed, including

985
01:03:50.060 --> 01:03:53.930
<v Bhavesh Naik>Joanne. Little old me. Yeah, I was a guest a

986
01:03:53.930 --> 01:03:56.970
<v Joanne Lockwood>couple of weeks ago. You were a guest a couple of weeks ago. So,

987
01:03:58.170 --> 01:04:02.130
<v Bhavesh Naik>yeah, so we have had some great conversations on that. Encourage

988
01:04:02.130 --> 01:04:06.090
<v Bhavesh Naik>you to check it out. The podcast. Yeah, excellent. Well, I'll put all those details

989
01:04:06.090 --> 01:04:09.729
<v Joanne Lockwood>in the show notes, so I'm sure people will get in contact with you and

990
01:04:09.729 --> 01:04:13.010
<v Joanne Lockwood>I'll make sure your LinkedIn profile's there because as you say, it's a place you

991
01:04:13.010 --> 01:04:16.890
<v Joanne Lockwood>hang out a lot. So do I. So, yeah, no doubt we'll bump into each

992
01:04:16.890 --> 01:04:20.660
<v Joanne Lockwood>other again there very soon. Sure, sounds great. Thank you. So much.

993
01:04:20.660 --> 01:04:24.580
<v Bhavesh Naik>Thanks. Thanks for having me on your podcast. Enjoyed and this was a great conversation.

994
01:04:24.740 --> 01:04:27.620
<v Joanne Lockwood>Thank you. Enjoyed it. It's been a pleasure. Thank you. Thanks.

995
01:04:29.300 --> 01:04:33.140
<v Joanne Lockwood>As we bring this conversation to a close, I want to express

996
01:04:33.140 --> 01:04:37.100
<v Joanne Lockwood>my deepest gratitude to you, our listener, for lending

997
01:04:37.100 --> 01:04:40.660
<v Joanne Lockwood>your ear and heart to the cause of inclusion.

998
01:04:41.540 --> 01:04:45.190
<v Joanne Lockwood>Today's discussion struck a chord. Consider subscribing, subscribe into

999
01:04:45.190 --> 01:04:49.150
<v Joanne Lockwood>Inclusion Bites and become part of our ever growing community

1000
01:04:49.790 --> 01:04:53.510
<v Joanne Lockwood>driving real change. Share this journey with friends, family and

1001
01:04:53.510 --> 01:04:56.910
<v Joanne Lockwood>colleagues. Let's amplify the voices that matter.

1002
01:04:57.550 --> 01:05:01.510
<v Joanne Lockwood>Got thoughts, stories or a vision to share? I'm all

1003
01:05:01.510 --> 01:05:03.150
<v Joanne Lockwood>ears. Reach out to

1004
01:05:03.150 --> 01:05:06.590
<v Joanne Lockwood>jo.lockwood@seechangehappen.co.uk

1005
01:05:07.070 --> 01:05:10.930
<v Joanne Lockwood>and let's make your voice heard. Until next time, this

1006
01:05:10.930 --> 01:05:14.770
<v Joanne Lockwood>is Joanne Lockwood signing off with a promise to return with

1007
01:05:14.770 --> 01:05:18.770
<v Joanne Lockwood>more enriching narratives that challenge, inspire and

1008
01:05:18.770 --> 01:05:22.690
<v Joanne Lockwood>unite us all. Here's to fostering a more inclusive world one

1009
01:05:22.690 --> 01:05:25.450
<v Joanne Lockwood>episode at a time. Catch you on the next bite.