93. INSIGHT ON "Organizational Leadership" and "Ethics" "Manish Bundhun" w/ Favazza

How do we sustain that momentum that we've created?

Yeah. So it's like you systemize it. It's like a system takes over. If you make the bid, the best examples that the best companies in the world then rely on four elements, uh, which makes which systemize is the culture that is on strong rituals, on powerful stories, on artifacts, as well as a specific kind of language, which defines the.

How can you create a transformation and others, if there's no transformation in yourself, join your host, Greg Voss, as your voice on the hard truth, some leadership, your transformation station, connecting Clarity, Clarity to the cutting edge of leadership as millennial. We can establish chain, not only ourselves, but through organizational change, bringing transparency that goes beyond the organization and reflects back into ourselves extract, actionable advice and alternative perspectives that will take you outside of yourself.

ladies and gentlemen. Welcome back. This is your show host, Greg Lavasa and you are on your transformation station today. We have an exceptionally well show. You guys are in boar and I'm excited. I had a great time with our guests. And before we go into that, we are working on something that is spectacular right now, your transformation station as entered into a contest it's called pod cache, and we are applying and trying to get sponsorship for your transformation station and the way you guys can help us out. Yes today is Valentine's day and that means we need a Valentine or a love letter from you listeners. A simple to use link that we will have in the show notes where you guys profess your love. For your transformation station or even me, or just wanting to wish me good luck on my endeavors or to help support my family. This is the very best contribution you guys, as listeners can do this very moment. We need every single letter and each letter will guarantee us a boost in chances of winning the podcast. Sponsored. All right. Just follow the link. WW dot pod cash.com/love-letters/p T capital L Y four. I didn't choose the link. That's what we got, but the link will be in the show notes. You take that link, enter it in, tell them how much you love me. Hit that send button and watch us. We are going to make this happen and we appreciate every one of you that has tuned in, and it has been consistent fans. And we look forward to seeing your guys' contributions.

This is your transformation station. And now your host Greg Favazza

Maneesh. Buttenheim now welcome to Your Transformation Station. How you doing?

Um, finding to Greg, um, I mean, I call you Greg or Gregory.

Uh, Greg is perfect. Somehow. I've always put my full name out there, but Greg is my preferred name that I would like to be called.

Okay, great. Thank you.

Excellent. Before we go right into our conversation, I would like to lay out some ground rules for the dialogue for this episode. Uh, what I would like from my guests and what I will reinforce from our guest is an authentic conversation, uh, where we don't go into monologuing or use, uh, glittering generalities to cover the basis of what we're trying to explain, but more. More or less of having a authentic conversation with you and I highlighting your specialties, your strengths, and extracting actionable advice for our audience to take away and apply it into their organization.

Beautiful.

Beautiful. And for. Any recommendations you would like to, uh, put out there as far as a book or something. We all have that, that we all would like to give a shout out to. We will save that to the very end and then the floor will be yours.

Yeah. Beautiful.

Excellent. All right. So tell us, what can you teach our audience today?

Segment question. What can I teach it? Well, I don't have to have much to teach. I'd say, I would say on more humble in a way I can only share my own experience, what I've been through, what I've experienced, what I've learned. And I hope it can be a help to people, um, to see, um, the field of human resources or I'm an executive coach, but I'm also now a published author and whatever I've it's in has always it become from what I've experienced, what I've learned and what our practice. So, um, to come back to your question, if there's one thing I could share is really about, um, how to be aware of your own hero's journey, what you're going through, uh, in your life and how you, um, be open to it, be true to it and to learn from it.

Okay, beautiful. Now I like that. Now, when it comes to leading organizational change, there are some requirements that are. For those that are in charge of an organization or those that are in a managerial position. Now, if that's the case, what is some information you can pass along to those that are in that position?

So what I would pass on to do so in a leadership position, a management position is if I would focus on one idea, one notion that notion is offsetting. That is to be able to lead all this. You need to lead yourself first. Um, that's for me, the basis of, of all, uh, good managers, good leaders is, uh, if you want to look at the quality of leadership in organized, shouldn't look at how they lead themselves. First. Those people meaning to what extent they are self-aware to what extent, uh, they keep learning by themselves. And to what extent they are. Seth regulate that is, uh, they are able to, uh, to stop the poles and to, um, reassess their own situation and see how they can improve.

Okay. So what the change process, when you're trying to implement a new policy, I hate using policy. It just feels like it's too formal. And I want to try to avoid that, but when you're trying to implement a, a new way of living in the culture where it's a. And a internalized norm there. What is the process like? Where do you start first? Do you, do you create a communication plan outline or do you start creating the vision and then you put the outline together? Like what, what are the steps of strategically making a, a, making the change process occur inside an organization?

Okay. So, um, what I would say is, um, not to be generalized, but let's take a, an example. So if you say how to shape a new culture in an organization where when we start, I want to start with a plan. I will start more with, um, the center of the organization that is the management team or the leadership team. Um, so as we say, this Jane who starts from the center has the highest potential for him. Meaning, um, shape the culture with our team first. So create alignment, create clarity, and create, um, agreement to what we need to do. So what it means is, uh, I would say there are three steps to it first. Uh, shape it, shape that God chose shape the change you want to create. So create a clear outcomes with the core team, with the people at the center of what we call the leadership team so that everyone is aligned from there. Then you, uh, diffuse it. So you have a plan to diffuse it in communities across the organization. Uh, I know legally co-captains in group. So you have your core team, then you have the next level of what you call change captains or who are basically, um, people who are your opinion, leaders, ambassadors, who are going to poetry, carrying the change, and then finally from captains then to the community. So you diffuse it in three steps, both captains and crew, and to final step of the. Uh, the diffusion is systemization of the chain. So you systemize it systemizing means, uh, as you mentioned, one word that I too, I don't like his policies, um, because prefer fine lines. I prefer practices. So it's really, how do you work around the wheels of change? So, uh, what's the language that you need to use? Uh, what are the rituals that you need to put in place? What are the stories and what are. Um, by rituals, I mean the processes and the systems, the stories that you need to talk about, um, beats success, stories, or lessons learned as well as what are the artifacts that you need to put in place? You know, they have to systemize the changes. So in a nutshell, three steps, you define it, you diffuse it and use.

Okay. So what about is communicating a tentative timeline where everybody is on the same page? What's a realistic timeline. I know if we're trying to establish this kind of change, we're not looking at a five-year span. We're trying to motivate people immediately and get the change to occur now.

So the timeline would depend on what is the type of change you want to implement. So if you're trying to implement a new culture, then it's six months is not feasible. It will take at least three years to, for culture to set in. But if you want to implement a new structure, then three months or two, six months is feasible. So you can really depend on. The type of chain, the size and the scale of the change. So I asked to see what is the best timeline, which will be most optimal,

why three years for the culture. That's interesting.

Well, gotcha. If you look at it is the way we live, the way we do things is the art of doing the art of being in the art of knowing. And in that sense to diffuse, to create a, to shape a new culture, you need to. Find ways for people to unlearn. What's not working, what is not required anymore. And then you learn the new cultures, reinforce it with a rewards. We have recognition and we want the practices and stories. So in general, while I'm seeing for years, for years is what we called a bit, the best practice in terms of if you've done everything right, a strong culture set sin, when you've done all these things right over.

Interesting. I like that. How do we sustain that momentum that we've created?

So you just the momentum by not relying on champions. Yeah. So it's like you systemize it. It's like a system takes over. If you make the, the best examples that the best companies in the world, like Google, like 85 take in airlines, Emirates. Um, in, uh, as well as just Singapore airlines, for example, they don't rely on culture champions. They don't rely on, on people who are going to be the figureheads of culture, then rely on four elements, uh, which makes which systemize is that culture that is on strong rituals, on powerful stories, on artifacts, as well as a specific kind of language, which defines the way of.

Okay. That's I, I, I really liked that. What about, so if we're leading organizational change, would there be a time where we would ever sacrifice, uh, a code of ethics in order to make this change?

Good a fixed note on ethics then, um, you shouldn't be here. Why, what are you doing in your organization?

Yes, this is a loaded question there. Uh, w what is your code of ethics when it comes to a business interaction?

Um, I wouldn't say values, right? So it's really about the values and principles, which drive you as long as for me, the main code of ethics for me is as long as I can sleep soundly at night and see myself with the mirror every morning, every day, without any regrets, without any doubts, then for me, it's fine.

I liked that. Okay, now let's transition. What are the top three? Shots of insight you have for our listeners. Okay.

Today, um, appears to be sinned Valentines 14th of February, right? Yeah. Yes.

Miami that'd be Valentine's day. That'd

be great. Is. Just like the notion of leadership to lead or this, you need to eat yourself first. So the number one for me is to be able to, uh, find love and to be loved. You need to love yourself folks. They starts with self self-love. Um, so everything starts with self self-awareness. Self-love selfie. So that's one shot. Ooh, I'm going to

challenge you. Are you ready? Let's do this. Okay. So self love. Yeah, I agree. But when it comes to managing a team, are don't they come before yourself?

I didn't get the question

when you're managing a team, don't they come before you? So you, you lead by example. You want to take care of them. You want to provide for them, everything they need in terms of servant

leadership. That's right. And we challenge you back and people in the team will only live only follow you because of your strengths.

Right? Agree. Correct.

When you get on the team and you can only lead for your strengths. But being that is by leading on what you're good at, if you're a great communicator. So you lead for communication in a sense, leading by example is really focusing on your strengths. That's one and second is it's not being responsible for this is responsible being responsible to others. That is if you're in my team are responsible to you to provide my time and the right resources to you, but I'm not responsible for. You're accountable for your own results for your own outcomes. I'm responsible to be present with you to accompany you, to support you, to stretch you, to challenge you, to give you perspectives, but I'm not responsible for you.

Hell yeah. Hell yeah. Now I like that now. That's that's good. All right. Beautiful. Keep telling me the, the other.

Okay. So the other dude, I forget about it for me. The first one is, uh, the south motion. Um, the second notion I would see in terms of short-sale insight is, um, focused energy. Yeah. Um, well that's number three. Number two is actually clarity of mind. So mine is every journey starts with a clear mind. There's this thought with first. He starts with a clear mind about where you're going to do the first step Boone says clarity of mind is being clear on where you are, where you want to go. How do you get there? What are the challenges in front of you? So you develop clarity in terms of what decisions you need to take. Very often we get stuck because we're not key in our minds. Our mind is. I would say the word that comes to mind here is we are often confused or cluttered. There are too many things happening at the same time, so we need to declutter and really focus to find the D have the discernment to have a clear mind on what we need to do. So, so that's for me then the number two in terms of social to the insight. Beautiful.

Let me hit on that a little bit. That's the reason why I brought up, uh, leading organizational change with going in line with your, uh, your shots of insight. Having this clarity tell me, like, it goes much deeper than what you've explained, and you did a fantastic job at doing that, but this is a malleable formula that we can apply, not just to an individual level, but to an organizational level. Now, if in terms of clarity inside an organization and established. Organizational change. What are some things that we need to take into account with making a change occur?

Okay. So being clear on what is the change that you need to, uh, drive? They'd start sweeping clear on why do you need to change? Isn't it start with white driving, organizational change. You need clarity and of mind not an organization levels tasks. We've been clear on. Why do we need to change? Okay. So that's the starting point. I, Simon Sinek said, um, start with Y uh, which will help you get more people. Your, why will define, uh, what's next? Right? So. Start with why say getting then is what you want to achieve. So being clear on the outcomes, uh, as crystal clear as possible so that people get it, the why plus the what. And finally then, uh, when and other dimensions, like what would not happen if we don't do this? What would be the consequences? What are the stumbling blocks? And so on, once you develop those kinds of elements to be clear, then it becomes pretty simple to focus your energy and to implement.

I really liked that, but I also like, uh, the sound is coming in from your background. It feels like the windows open there's cars driving by it's very soothing. It's just what, the point that I usually sleep. I sleep with a fan so that it's just like, ah, this is nice. But I, I completely agree with clarity, but I also want to caveat that, uh, communicating this clarity that everybody understands the bigger picture, like reinforcing to all the levels up and down, all levels to who is involved in this and this change. I mean, your stakeholders, everybody that's. The importance of why we're making this change and the transition, and then capitalizing on the vision that we want, which would be the desire change. Yeah.

So a couple of one limit on this, you know, um, for me, the job of a manager or a leader, um, in his team is two things is first is degenerate clarity in his own mind. Okay. And it's important as a leader that you're clear on your own mind, people will follow you naturally. If you're not clear, you're lost, then, um, your team will also be lost just like your organization, so to generate clarity in their own mind, and then ensure that there's clarity around him in his team. The clarity around him means, uh, being clear on why we need to do this, where we're going, what we shouldn't do and what are the immediate next step.

No. I definitely agree. People pick that up, like, like a natural, like thermostat. Like if you don't have your shit together, people can just sense it. It's like, I don't want to be around this dude because he's bringing off this vibe where it's like, yeah, he doesn't know what he's doing. He doesn't know how to put his pants on. Cause apparently they're fucking backwards. Okay. So what are, what can you help us with pain points? Inside the organization. What would you recommend?

Um, the pain points inside the organized organization. I would say if you take it in a contextual way, we, everyone is talking about the great resignation. So a lot of people are leaving their jobs. One of the pain points, again comes down to, uh, So, um, very often the management or the leaders, um, I would evolve with the times, especially with new generations joining the workforce, which means people are no longer looking for. Um, uh, what I would call a standard of link. They are looking for a quality. So we're on the generation. When we, when you have leaders of today or managers of today who have mid forties, when they joined the organization, you, you can see, um, they asked group was you would join an organization at that time to have a standard of living. You'll have a car to have this, to have that, to possess, to be, um, uh, more well-off and have better wellbeing. But the next generation, which came out. They are looking not for a set of living because that was established by their parents. Now they're looking for quality of life and quality of living is really about experiences, about purpose and meaningful work and about, um, feeling fulfilled in whatever they do. So, uh, that's where that's one of the main pain points is organizations are unable to cater for what people are looking for in terms of purpose, in terms of flexibility, in terms of growth opportunities. Now, so there is, has to be a shift in terms of how leaders, um, engage with, with people. So as to create a work, let's say, uh, a workplace where they can group, but from in France, I

like that. All right. So let's go into a little role-play here. All right. I'm, I'm working for you. I just got a job with you and I want that purposeful connection that you just described. That's beautiful. How can you give that to me? Can you illustrate that to our audience?

Sure. So great. What do you, what is it that, um, that makes you happy actually, but she's

actually getting that flow state of mind where I know that it's, it's contributing to something much bigger than myself.

And what's important about that for you

seeing some results. Like if I don't see the results happen in real time, I don't fucking care.

I'm getting results in real time for you say that again. What's important about having the results in real time for you? The

results are, it's like an, a reinforcer where my actions are making something physical occur right in front of.

Okay. And what's the important of that fee. One more time,

shit out of a goatee deeper. Let's see. Uh, once that, yeah, I don't know.

I would say you might know if you did know what would it do?

I would say so getting that result and seeing that occur, it just makes me feel like. That not only I'm a part of something, but I have the ability to do something that I didn't think I could do.

Okay. So why don't we just had these a quick interaction to find me understand what drives you. So let's come back to the question where you're saying, um, to, to the rule plate and I provide who work for you. So it starts with understanding, eating with questions on the sending, what, um, What's your wine. What would help you feel fulfilled? That's one second. I would like to understand what is great. Um, for example, you knew if you, what are you

assuming? You said, what are my strengths?

Yes.

What are your strengths? Okay. My strengths in terms of an individual, I would say I have a, I have the presence of a leader. Uh, I can delegate authority like nobody's business. Like if I know exactly what has to be done, I will communicate that. And I will execute that down to the lowest level. And I won't micromanage people because I will have that understanding already with my employees that I know that I can trust them. And trust is relayed right back to me.

What kind of rules would you feel fulfilled in that you will believe you can contribute? And create the impact in terms of, uh, which was satisfying your purpose and your strengths.

Okay. So if I don't know, what would you tell me

if I don't, if you don't know, what I would tell you is, um, understand why we do what we do as an organization. So why don't be outcomes? We are looking to achieve results. And how does it make the world a better place time? Is it. To, to do that. And then from there, based on your strength, what I would propose you in a team leader position, but we would be really understanding leading by questions, understanding your purpose, what you do. And what drives you say to me is understanding you, um, one of his friends, which, um, um, well key strengths that you can, uh, leverage on and third. It would be, what kind of role do you see yourself in, um, which you feel would be fulfilling? So having those three questions in mind, those answers will help me tailor me, uh, what kind of role would fit. So in my view, for example, you'd be, they'll say the steam EDA would be something to be of interest to you.

Okay. All right. There's no issues. All right. I kept thinking something's about to happen. No, we're good. So. Is that the HR coming out of you?

I would say, yeah. What'd we call in French. We call it professor now.

Wow. That's really

DHL speed.

It's not as funny now. Cause I said it like three times and it's like, it would die every time. Like, damn it. It's not funny anymore. It's this stupid. Minis let's let's transition. Tell me a little bit about your, let's go a little deeper into your background and highlight your expertise. And I'm going to give you the floor to where you can, uh, open up to what you wanted to talk about a little bit.

Great. Um, w when I would like to talk about, is that. We learn, we live and we kind of experience a lot of things in shots. It's like you're taking a shot of a car. So is it the same thing? You experienced many things in shots. So, uh, tangible experiments, uh, moments of truth. The best moments in life are really in shots. So that's the, the whole gist of lots of insights is small bites. That we call shots that you can learn to learn and to lead better. So that's a bit what I wanted to share. So I always focus on men's which make a difference.

Is that, are you still there?

Yeah, I'm still, yeah, I was watching you smile. Yeah.

Yeah, no, no, no. I, I liked that. Cause when I was looking at this book, it's just, it looks very appealing other than. I'm not much of a drinker as I used to be back in the day, I would throw shit down, but now it's like, I just, I stopped drinking altogether and now I prefer energy drinks over fucking alcohol any day. But I like that because it's just little shots of wisdom that can really change somebody and align them with the direction they're trying to go. So tell us a little bit more. The what inspired you to write this? You to write your book and to, to help others?

Well, what I inspired me to write is my own journey. So then as you mentioned to be your authentic at the start, so I'd like to share that, um, I had the abortion and the hard way at the early age, at the age of 18, actually, um, Singapore we've to join my elder brother who was studying there in, um, in third year engineering and coming from an Indian family Indian background, you have, you don't have much of a choice either. You become a doctor, an engineer, if I'm any disappointment. So, um, I ended up choosing to be an engineer. Um, but what happened then was, uh, as I was in first semester, my brother passed away on campus after a football match. He was 20. I was 18 and all happen in front of me on the pitch. When we, the ambulance game, they had to give him electroshock. So when he passed away, uh, in the ambulance and I was 18, you know, so I was, I was staying there in the scholarship, the bursary, and, um, I had to for go, uh, at that time. And the hardest thing I'd ever had to do, not much in my life. When I had to call home and inform my parents, that my elder brother had as possible just to two siblings. Um, and the next three days, I, I, well, I was emotionally, um, and I didn't have any tears coming out too. Only thing that came to mind was you need to organize everything, pack everything, and come back. So I kind of suppressed all my emotions just to be able to make. To make it fruit. So, um, it's only when I, uh, reached home three days later on the next flight in nourishes that, um, I idea of this situation, Sankin when, at the airport, as to my parents, after the four or five, five months actually, and my father had aged by 10 years in the matter of months, So, um, in that, in that, in that week, actually, so, and that's where the reality hit me. And, um, I realized that I had lost my elder brother, who was my mentor, my role model. It was three days of not having been able to express my emotions, having suppressed it, uh, you know, so I became what are called emotionally constipated. So everything, my whole range of emotions was very reduced. So I would never really expressed myself. So that kind of triggered me to start working on myself. I had gone, I went for depression afterwards and I had to pick myself up start and so full, grew my scholarship and start working before starting sitting again. Um, and then from there to rebuild myself up, um, one step at a time work, um, B be there for my parents. So, uh, if you don't mind that that triggered for me to start,

if you don't mind me asking, how did your brother pass, but what was the cause of his passing?

The cause was he had, um, what we believe now is he had a congenital heart rent aware of, so as he was playing on the football pitch, he had a. Uh, molests or what we call in French in malaise or cardiac arrest. What you ball is a soft googly is collapsing on the field. So that's what he had. And at that time we didn't have the, the, the first aid or ELL support to be able to save it. So

God damn, I'm sorry to hear that. That was the cause that got you started.

Yeah, that was kind of the trigger, which got me started in terms of work on myself. So it's really about working on myself and overcoming this trauma. So I had that drive to, you know, express my emotions, accurately express myself. So I really needed to do, to work on myself, deeper to a deeper level in terms. Uh, finding my purpose, um, and descending my values, my emotions, like competencies and what I really want to do out of my life. So, uh, that's why I shifted from engineering into management and resources, uh, by an accident of nature, right. Transient. So, um, so these are kind of experiences which prompts, uh, learn and then to see how I can share it is I know what it means. Uh, when you grew from such experiences and how you need to pick yourself up and rebuild yourself. So, uh, in fact removed the support of my loved ones. I was able to rebuild myself.

I like to stop you right here. Cause this is a good little talking point. I want to cover for people that are in a leadership position or anything that, or they're in charge of a team. I feel like this is a good point for people who don't know who they are leading. That they should take the time to understand what is driving people. What do do a lot of leaders or any leaders in fact go that deep with the people that worked for them to understand important things that happened in their life, like for you, with your brother passing or for me who's experienced numerous traumas that, that are, that finally been dealt with. Back then affected me and I chose to ignore it by overworking my ass.

Yeah. I can relate to that. And also, um, well, my, my belief is, um, not many leaders invest that time to get to new people, to get to know the stories. In fact, um, when it comes to the work organizing the work situation and the workplace, many people just treat the team members. As vehicles to a means to achieve. So he's just a number. Um, but when you get to treat the person as a human being and get to know the person, if the Juul level, and that's where you really bond, you create the trust, you create the rapport and that's where you create great teams actually. So, uh, getting to know the person, the stories that they are going through, their moments of breakdown, their moments of break, also what they learned from it. This is what makes us really authentic. Then they love the sense of empathy and a sense of care that, um, no matter what you know, do back and vice versa,

I like that. I really do. Just out of curiosity, what is your leadership style

finish up side I would say is that, um, I would say it's in any leader to be an enabler. My role is to help the person to have low clarity. Because the energy on what matters and to help the person keep seeking better outcomes. So that's the CEO as an enabler, clarity, energy and outcomes.

Um, beautiful. I like that. Now tell us about your book and where we can find it. If we want to learn more about it.

Um, my book is called shots of insights, 101 inspirations to live, learn, and lead. You can find it on Amazon. Um, and we it's available on Kindle it's available on all cover and paperback versions and pretty in two months time, also an audio book or the book version. So a short survey insights by Manish London, and, um, how we can learn lead, uh, and live better fruit. Bite-size. Beautiful. Now, if our audience wants to learn more about you Maneesh, where can they go? And if you want to cover any points that you haven't got to cover yet now is the time for ya? Well, um, I write every day, every two days on LinkedIn, so I'm pretty active on LinkedIn. You can connect with me on LinkedIn. Uh, so Monisha. And, um, so I happened to be in human resources. I've been to be a coach, but also I happen to mentor people. So if you're looking for mentorship in leadership that I mentioned or resources, for example, or, or else, if you're looking for a mentor for your career, happy to, to, to, to touch base, to engage. Well, actually there was one point, which, uh, you got to ask me the three questions, DNA, immense of insights. I didn't mention the third one. That's right.

We kept phasing out. I completely forgot. Yeah, no, we can definitely. We're still rolling. So tell me a little bit about that.

So the third shot, um, as I mentioned, the first shot is a set for leadership and self. Second shot is about clarity of mind. And for me is really focused on. You see, uh, you most, in fact, your most important resource as a person, as a team is not time it's about your energy. How, how do you generate positive energy in you and around you and how do you focus that on energy? On what matters? Uh, today in know, in the world we live in, um, if you look at it, we are bombarded with information. You are constantly disrupted by notifications and constantly. Uh, you mind he's everywhere is, is, um, agreed. It's quite dispersed. So it's really how you focus your energy to be that laser focus to be effective. So I'm calling deep work, some call it focused energy. Uh, so I like to call it focusing on achieve for maximum impact. So knowing what, having that discernment, where, what you're going to do and what not to do so as to be effective.

Okay. How do I do that? Okay.

So focus your focus on a G um, in that sense, playing to your strengths, knowing what you are to delegate what you need and what you need to, uh, to do yourself. Right? So, uh, so it starts with being clear again on, um, the next steps and then focus, energies about generating energy in yourself. Costa yourself. How do you sleep? How do you exercise? How do you nourish your body? So that is high on energy. And then from there focusing on, um, how do you use your time that so you might allocate time, but at least you have the mental space to be fully present to it. The focus energies are by being fully present. The time that you've dedicated yourself to. So you're not, you switch off your distractions, you switch off your notifications, you put your phone on the corner, in the corner, and you're being able to practice a form of deep work.

Okay. So what if, what if I can't do that? What if there's like, um, what if I need to respond to certain people that I just can't turn it off?

So you have a choice, right? Um, Yeah. Yeah. So any does not mean that every time you have to give in, you have to say yes, because every time you say yes to this, you're saying no to yourself. Yeah. So I'm clear on what you say no to, uh, including if you really blocked time. Oh, we blocked down for now. We're not having any disruptions really said no to all this. I'm really focusing on being fully present. So it doesn't mean you need to, to do, um, um, you fool, you spend a full day for it. There's a nice technique called the Pomodoro technique, uh, or Maduro Italian. It's a tomato tomato, right? So, um, so the formula or technique is every 25 minutes. You take a five minute break. So if five minutes you're really focused. Ooh.

It sounds like a smoke break to me.

The five minute

break. You mean? Yeah, it sounds like w like twenty-five minutes of work, then everybody take, take five and go smoke a cigarette and get back to work.

Yeah. To rehydrate or dehydrate. Agreed. Yeah.

No, I, I liked that. I do. That's. I'm Italian. And I always find that fascinating to hear those different little things from the culture that I'm coming from, that I don't need, that I don't know much about. So that's awesome. Thank you with that. Uh, so now, if, but let's say that I don't want to put this. If I, if I do. And I'm still not getting the results. I know we got, I mean, I know we had, uh, we had to block the time out. I know we got to fill out the calendar and don't do it by daily. Do it. Don't do it by weekly, but plan out by monthly. But what if I just don't have the time and I don't want to do the calendar? What if I just, sometimes I fall off sometimes I feel like I just don't want to block anything out. I just want to rely on impulse. Is that okay? Is that.

Well, as long as he tells you achieve what you need to achieve, right? The thing is, um, you need to find, to develop as a form of routine, right? If you don't have a routine for it, you don't develop the habits of it. So, uh, and you need to find a way to develop that habit. Yeah, secret break, right? Uh, just smoke a smoking break. That's the habit, you know, nothing is disrupting your, when you take your smoking break, isn't it? Yeah. That's true. The smoking break.

No shit. I mean, I got a vape, so I'm, I'm doing my smoking break right now as we speak, so

I know way to cope with it. So you will find a way to, if it's important enough. I need to connect to the why. Why are you doing this? If the why is not important enough for you, you will not the mechanism, the routine that you hadn't, you need to put in there to focus your energy.

I like that. I definitely, I agree. I mean, your why isn't big enough. It's not going to drive your, how I've. I've heard that everywhere and I couldn't agree more now. Minis, is there anything else that you would like to share with us before I let you.

We had a learning session. All right, great. Yeah, this is beautiful.

Thank you. No, I'm just going to definitely air it. How it's been. It's been playing out. So this is, this is great. Well, Monisha, once I get this corrected and ensure there's no gaps and. Fix all that mumble jumble that happened in the middle. I will get this published and I will send a copy over your way through email.

Thank you. It's uh, much appreciated. I hope. Um, well I hope it turns out well with all the interruptions, but I'm sure you'll do a great job with,

oh, I will. I'm a magician. I can just make it happen. Alrighty, thank you for your time. And, uh, we'll be in touch

and, uh, stay in touch also. I'll send you a LinkedIn invite by the way. So beautiful.

All right.

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