speaker-0: Welcome to the Morrison Global Podcast, the show that brings you inspiring conversations from around the world. Along the way, we'll dive into the latest market insights, explore human topics like well-being and personal growth, and uncover trends shaping the accounting and finance industry. Whether you're looking to stay ahead in your field, gain fresh perspectives, or simply connect with stories that inspire, you're in the right place. So join us as we ignite change and connect communities across the globe. Welcome back to Conversations With, a podcast brought to you by Morrison Global. I'm Georgie Baker, and today I'm delighted to be joined once again by keynote speaker, success coach, performance trainer, and self-defense expert, the wonderful Sue Wedsworth. In our last conversation on the podcast, Sue shared her insights on why busy season didn't have to mean simply pushing through, and shared ideas of what it actually took to sustain high performance without burning out. Drawing on more than 35 years across business banking, organizational development, and education, Sue reframe stress not as something to eliminate, but as a capacity to build. This shift matters most for accounting professionals whose natural instinct is to spot risk and error, but sometimes left unchecked can quietly become a barrier to confidence and leadership. Our conversation explored what changes when technically excellent professionals step into leadership. and how firms can improve retention by helping people build capacity rather than simply asking them to work harder. So to build on our first conversation, Sue once again joins us to share her wisdom on all things leadership, performance, and workplace psychology. So Sue, welcome back, how are you?
speaker-1: Fantastic. Thank you so much. How are you, Georgie?
speaker-0: I'm very well. It's lovely to see you again.
speaker-1: Lovely to see you.
speaker-0: I'm gonna go straight in there with a big question. Tell me, why do two equally talented people often perform so differently?
speaker-1: That's a great question, Georgie. I think most people assume performance is really determined by talent or their level of skills. And reality, that's really only part of the equation. We have all seen talented professionals who never quite reach their potential while others just continue to excel and grow. And I think that's because there's more to performance than just competence. There's confidence, there's focus, there's daily habits, energy, workplace environment, and even our daily decision making, they all play a role. So talent really gives us the start of potential, but it doesn't automatically translate into those consistent performance. So training, organizations focus so much on training, and that is great, but that's really just the first step. And I think it's about understanding what might be hindering or what could help people actually be at their best.
speaker-0: So we think of two equally talented people with very different outcomes, this is really where our conversation starts. And nowhere is it more visible than perhaps under pressure. So why do you think some people thrive under pressure while others become overwhelmed by the very same situation?
speaker-1: You know, and we see this all the time. And it's how we actually interpret pressure or an interpretation of a specific situation. So we can have two people walk into the exact same meeting. One person sees it as an opportunity, the other person sees it as a threat. And it's really how the brain is responding to that situation. Are we perceiving it as a positive stressor or what we call a U stress? Or are we perceiving it As a negative stress or a distress. So when we perceive something as a threat, our brain naturally goes into protection mode. And because of that, we become more cautious, we second guess ourselves, we avoid difficult conversations, and we lose confidence. So when we look at consistently performing under pressure. It's not really the level of pressure. It's just the ones that are able to perform better under pressure have really developed ways to help them stay focused, make better decisions, and continue moving forward. They just don't see it as an issue.
speaker-0: That's really interesting. And I think especially in the workplace, you feel like you always have to perform because you feel like you might be being measured by your colleagues. So there is an element of confidence. Why do you think confidence is such an important factor in leadership and performance, not just competence, as you said?
speaker-1: ⁓ confidence influences absolutely every decision that we make. It affects whether we speak up, whether we take initiative, make decisions, give feedback, pursue opportunities. Many people think that confidence is a personality trait. It's something that they're born with. I think it's something that is in everybody. It's just in different levels. So I think it can be strengthened with experience, in my case, preparation. Preparation is key to my confidence level and how we can actually remove those areas of barriers that actually create that self-doubt in people. So when confidence really grows, we do see how performance will grow with it.
speaker-0: It sounds like confidence isn't also just about performing under pressure, it possibly shapes how people take input as well. Why do you think some people embrace feedback while others immediately become defensive?
speaker-1: Absolutely. Confidence is a big part of it. But again, it comes back to that interpretation. One person hears feedback and they think, okay, this is how I can improve and get better, bring it on. Another person hears feedback and already starts to translate that to, ⁓ I'm failing. They don't like me. I'm not good enough. Whatever. And again, defensiveness is a protectionary response. So it's our brain that's trying to protect our level of confidence. Or our identity or our self-worth or our position. In cases like that, if you have someone that is extremely defensive, there's really two ways that can help that. One is to have a peer provide the feedback. And the reason why I suggest that is because automatically they're not really looking at it as a, ⁓ my boss has a problem with me. I need to become defensive. What's going on? If a peer does it, it can come More from the perception of a friend. Sometimes that can be difficult, but if the leader has to deliver the feedback, how they deliver the feedback is extremely important. So I would use a sandwich method. And when I say sandwiches, come in with something extremely positive, provide the more critical feedback in the center, and then end with that positive piece of bread. And that will help people be much less defensive.
speaker-0: So if defensiveness is often a confidence issue rather than a stubbornness issue, that sort of suggests that leaders might be misreading the problem entirely. What would you say is the biggest misconception leaders have about improving performance?
speaker-1: I think you've got that nailed beautifully. They've misread it. And I think a lot of the biggest misconceptions about improving performance always starts with improving skills. It's almost as if they do this SWOT analysis. They start with the strengths and weaknesses and they sort of stop there. And what they really need to do is continue on with the opportunities and the threats. Skills certainly matter, absolutely, but most performance issues really don't. Come from a lack of knowledge. They tend to come from the fears, the uncertainties. Again, that lower level of confidence. Sometimes it's even unclear expectations. We've been hearing a lot about, you know, communication issues and employees not understanding expectations. The biggest thing that leaders can do is really try and focus in on those threats and opportunities. It's not really about what they know. It's really about what's stopping them from performing at their highest level.
speaker-0: Which is a great segue into my next question. How do you know whether someone needs more training or simply they have a barrier that's getting in the way?
speaker-1: So with that, when I look at consistency. So if someone has never learned the skill or they've never demonstrated that specific skill, then they likely need training. But if they've demonstrated the ability or the skill before and they suddenly stop using it, or they are not using it consistently, then something else is definitely happening. And there's probably a hidden barrier as I've been talking about. Things like perfectionism, fear of making mistakes, again, getting back to confidence. There's something that maybe has shaken their confidence. And those barriers really have nothing to do with the skill set. It's just what is interfering with that person to help them use their skills consistently and effectively.
speaker-0: And so when we think about how leaders may recognize when someone is struggling before their performance starts to decline, what are some of the indicators that leaders may observe or how early can they actually catch this, do you think?
speaker-1: That's the thing. A lot of leaders are so, so busy. And so they don't really have the time to look at these little types of small signals that come into play first. Performance rarely disappears overnight. It takes time. So someone who normally has a habit of contributing is now starting to become more quiet. Decision making is starting to slow a bit. They avoid taking initiative, they avoid speaking up. Maybe there's some communication changes, changes in their overall demeanor. Those subtle differences are going to be an indicator that performance will start to decline. And I think leaders should become explorers. They need to sort of explore what's happened with that individual and figure out, okay, what has changed? I think those early conversations can prevent the much bigger performance problem later. As to when to do it, that's gonna depend on every situation and every individual, really, in terms of what's going on.
speaker-0: It's really interesting. You talked about curiosity in our last conversation and that's sort of something that you're referring to now, I guess. And a lot of that is also about timing and about how a leader may approach that first conversation and perhaps asking questions and listening rather than jumping straight into, well, this is how I think I can help.
speaker-1: Exactly. It's a very, very tough skill to actively listen without trying to solve a problem, especially during time constraints and other priorities. You know, those of us that want to just get to the bottom line and just solve, solve, solve, solve because of pressure or whatever. And it takes a lot of emotional intelligence to take that sort of step back and say, okay, let's take the time now than just jumping into solving the issue.
speaker-0: You're right. I think there is a patience and there is a time because it's quite possible that it may take several conversations before you get to the root cause. And there may be a dynamic plan that is needed to work towards supporting that individual in developing their performance in a way that matches their potential.
speaker-1: Absolutely. I mean, everybody is going to communicate differently. And so I think that's sort of the first step. They need to understand how this individual prefers to be communicated with. Because if you have, and again, these are part of the personality styles or the behavioral styles of many accountants, tend to be more introverted. So getting them to speak up and talk about what's going on with them can be a struggle. Do they feel psychologically safe to talk about what's going on with them. And in some cases, they might not even know. They have no idea what's going on. They know something's changed. Their leader may know something's changed. And neither of them really know what's the root cause. So it's it's just sort of taking that exploratory conversation and a method that the employee feels comfortable speaking in to try and get them a lot more comfortable. It takes time.
speaker-0: Takes time and it's having the vocabulary, isn't it, to articulate some of that. And I think there is potential to work together on probably finding out what's going on. Cause actually neither one nor the other might know, like you say. And actually it's sort of through conversation, someone can offer you a perspective you're not aware of. And then you can think, actually, maybe that's right. Maybe I hadn't thought about why this might be happening and perhaps it's this. So
speaker-1: Exactly. Exactly. It's like leaders need to be explorers.
speaker-0: Yeah, I love that, that curiosity. We've covered a lot of ground. We've talked about pressure, we've talked about confidence, giving and receiving feedback, diagnosis, early warning signs. What do you think is one leadership habit that has the greatest impact on team performance?
speaker-1: Well, I think we've really kind of touched on it is really it's not jumping to conclusions. You know, when performance changes, we often look at they're just not motivated, or maybe, you know, they're not capable or they don't care. And most times those assumptions are wrong. So one of the leader habits that I like is really about obstacle removal. And the first thing that leaders tend to look at is what's external. Those are the easiest to clarify by an employee. So maybe expectations aren't clear. Maybe there's some resources they need. ⁓ maybe they're overwhelmed by competing priorities. And those seem to be easier to solve because leaders can see those and go, okay, and getting to that fix mode as we talked about, which is great. I think that's an important aspect for a very, very effective leader is to help remove obstacles for employees. But Other times these obstacles, again, are internal. It could just be a fear of making mistakes. Many accountants don't like making mistakes. And really, who likes making mistakes? But there's a fear component to it. So that will allow a lot of perfectionism, overthinking, second guessing. And I think it's about making sure they don't react to the behaviors they see. It's not jumping to those conclusions, just again. Taking a pause and understanding what exactly that they need to be looking at, what kind of internal obstacles may be the situation. It's really about looking beyond the obvious.
speaker-0: Again, coming down to curiosity.
speaker-1: And certainly fix the obvious. That should go without saying. Fix the obvious barriers, because that will help with performance right there. But after you've done that, if there's still issues, then they're obviously something internally wrong. So it's just not automatically jumping to conclusions.
speaker-0: I think another way of not jumping to conclusions is I read something recently about how leaders feel that they are more approachable than they may be. They say, I've got an open door policy, no problem, just come in any time. But actually, there is a courage that is needed to perhaps start that conversation with your manager about something that you're experiencing at work. And so maybe it's also taking the time to think, well, have I created that. sentiment of safety that somebody can come and talk to me about something and together we can work that out because yeah, it takes a lot of trust, doesn't it?
speaker-1: Absolutely. Huge amounts of trust to go to your boss and explain that you have a weakness and not think that there is going to be something reprisal associated with that. Are they going to hold it against me? Are they always going to judge me with respect to that weakness? And I think we have grown as a workplace culture to be able to have better conversations, but it all depends especially too on the generations, which we touched on last last. Podcast. If you're in a certain generation where you're used to just, you know, buckle down and suck it up and just, you know, work through it. And if that tends to be the leader, having someone of a different generation that's a little bit more comfortable at sharing their problems, there's going to be that disconnect. So I think again, it's making sure that psychological safety is really there. Then for the leader. Making sure that that's not where their mind always goes. It doesn't always go to the negative just because the person had the trust and the confidence to share, hey, I'm struggling with this. I need some help.
speaker-0: ⁓ thank you, Sue. You speak with such passion and knowledge and expertise and experience about all of this. I do have a question that's sort of related to what we're talking about, but what is your favorite part of working with leaders and teams on maximizing their potential and reaching performance? Because you're so compassionate and caring and curious yourself. I'm just interested to what motivates you and what's your favorite part about all of this?
speaker-1: My favorite part is actually seeing the change. It's almost like a light switch that goes off. You know, you start to see an energy shift and the performance and the opportunities that open up when you are helping a leader or a team or an individual, it becomes a night and day. And all of a sudden they're excited about those things. They see the fact that things are moving in the right direction. They share it. know, so that is like, yes, absolutely. That's exactly what I've been saying. Yay, you got it. You know, and so that's the part that I really love. And that's the exciting part.
speaker-0: Well, I speak on behalf of many people who have worked with you that we are so lucky that you are passionate about what you do because actually our work environment, it takes up so much of our life. And I think there's so much we can learn as well from the workplace and bring into our personal lives. So thank you for all that you do and thank you for sharing your wisdom with us as well. I do hope you will join us again to explore a little bit more of the work you do. These conversations are really important for people who listen to them. So thank you.
speaker-1: Thank you so much. It would be my profound pleasure. As you said, I get a lot of passion and joy out of spreading this. So ⁓ if I can help one person change their life and workplace for the better, I'm all for it. So thank you. Thank
speaker-0: Thank you Sue. Take care. Thank you for tuning in to the Morrison Global podcast. We hope today's episode sparked new ideas, broadened your thinking, and offered a fresh perspective. Don't forget to subscribe, share, and stay with us as we continue exploring the insights and stories shaping our world. Until next time, stay curious, stay inspired, and keep the conversations going.
speaker-1: Fantastic. Thank you so much. How are you, Georgie?
speaker-0: I'm very well. It's lovely to see you again.
speaker-1: Lovely to see you.
speaker-0: I'm gonna go straight in there with a big question. Tell me, why do two equally talented people often perform so differently?
speaker-1: That's a great question, Georgie. I think most people assume performance is really determined by talent or their level of skills. And reality, that's really only part of the equation. We have all seen talented professionals who never quite reach their potential while others just continue to excel and grow. And I think that's because there's more to performance than just competence. There's confidence, there's focus, there's daily habits, energy, workplace environment, and even our daily decision making, they all play a role. So talent really gives us the start of potential, but it doesn't automatically translate into those consistent performance. So training, organizations focus so much on training, and that is great, but that's really just the first step. And I think it's about understanding what might be hindering or what could help people actually be at their best.
speaker-0: So we think of two equally talented people with very different outcomes, this is really where our conversation starts. And nowhere is it more visible than perhaps under pressure. So why do you think some people thrive under pressure while others become overwhelmed by the very same situation?
speaker-1: You know, and we see this all the time. And it's how we actually interpret pressure or an interpretation of a specific situation. So we can have two people walk into the exact same meeting. One person sees it as an opportunity, the other person sees it as a threat. And it's really how the brain is responding to that situation. Are we perceiving it as a positive stressor or what we call a U stress? Or are we perceiving it As a negative stress or a distress. So when we perceive something as a threat, our brain naturally goes into protection mode. And because of that, we become more cautious, we second guess ourselves, we avoid difficult conversations, and we lose confidence. So when we look at consistently performing under pressure. It's not really the level of pressure. It's just the ones that are able to perform better under pressure have really developed ways to help them stay focused, make better decisions, and continue moving forward. They just don't see it as an issue.
speaker-0: That's really interesting. And I think especially in the workplace, you feel like you always have to perform because you feel like you might be being measured by your colleagues. So there is an element of confidence. Why do you think confidence is such an important factor in leadership and performance, not just competence, as you said?
speaker-1: ⁓ confidence influences absolutely every decision that we make. It affects whether we speak up, whether we take initiative, make decisions, give feedback, pursue opportunities. Many people think that confidence is a personality trait. It's something that they're born with. I think it's something that is in everybody. It's just in different levels. So I think it can be strengthened with experience, in my case, preparation. Preparation is key to my confidence level and how we can actually remove those areas of barriers that actually create that self-doubt in people. So when confidence really grows, we do see how performance will grow with it.
speaker-0: It sounds like confidence isn't also just about performing under pressure, it possibly shapes how people take input as well. Why do you think some people embrace feedback while others immediately become defensive?
speaker-1: Absolutely. Confidence is a big part of it. But again, it comes back to that interpretation. One person hears feedback and they think, okay, this is how I can improve and get better, bring it on. Another person hears feedback and already starts to translate that to, ⁓ I'm failing. They don't like me. I'm not good enough. Whatever. And again, defensiveness is a protectionary response. So it's our brain that's trying to protect our level of confidence. Or our identity or our self-worth or our position. In cases like that, if you have someone that is extremely defensive, there's really two ways that can help that. One is to have a peer provide the feedback. And the reason why I suggest that is because automatically they're not really looking at it as a, ⁓ my boss has a problem with me. I need to become defensive. What's going on? If a peer does it, it can come More from the perception of a friend. Sometimes that can be difficult, but if the leader has to deliver the feedback, how they deliver the feedback is extremely important. So I would use a sandwich method. And when I say sandwiches, come in with something extremely positive, provide the more critical feedback in the center, and then end with that positive piece of bread. And that will help people be much less defensive.
speaker-0: So if defensiveness is often a confidence issue rather than a stubbornness issue, that sort of suggests that leaders might be misreading the problem entirely. What would you say is the biggest misconception leaders have about improving performance?
speaker-1: I think you've got that nailed beautifully. They've misread it. And I think a lot of the biggest misconceptions about improving performance always starts with improving skills. It's almost as if they do this SWOT analysis. They start with the strengths and weaknesses and they sort of stop there. And what they really need to do is continue on with the opportunities and the threats. Skills certainly matter, absolutely, but most performance issues really don't. Come from a lack of knowledge. They tend to come from the fears, the uncertainties. Again, that lower level of confidence. Sometimes it's even unclear expectations. We've been hearing a lot about, you know, communication issues and employees not understanding expectations. The biggest thing that leaders can do is really try and focus in on those threats and opportunities. It's not really about what they know. It's really about what's stopping them from performing at their highest level.
speaker-0: Which is a great segue into my next question. How do you know whether someone needs more training or simply they have a barrier that's getting in the way?
speaker-1: So with that, when I look at consistency. So if someone has never learned the skill or they've never demonstrated that specific skill, then they likely need training. But if they've demonstrated the ability or the skill before and they suddenly stop using it, or they are not using it consistently, then something else is definitely happening. And there's probably a hidden barrier as I've been talking about. Things like perfectionism, fear of making mistakes, again, getting back to confidence. There's something that maybe has shaken their confidence. And those barriers really have nothing to do with the skill set. It's just what is interfering with that person to help them use their skills consistently and effectively.
speaker-0: And so when we think about how leaders may recognize when someone is struggling before their performance starts to decline, what are some of the indicators that leaders may observe or how early can they actually catch this, do you think?
speaker-1: That's the thing. A lot of leaders are so, so busy. And so they don't really have the time to look at these little types of small signals that come into play first. Performance rarely disappears overnight. It takes time. So someone who normally has a habit of contributing is now starting to become more quiet. Decision making is starting to slow a bit. They avoid taking initiative, they avoid speaking up. Maybe there's some communication changes, changes in their overall demeanor. Those subtle differences are going to be an indicator that performance will start to decline. And I think leaders should become explorers. They need to sort of explore what's happened with that individual and figure out, okay, what has changed? I think those early conversations can prevent the much bigger performance problem later. As to when to do it, that's gonna depend on every situation and every individual, really, in terms of what's going on.
speaker-0: It's really interesting. You talked about curiosity in our last conversation and that's sort of something that you're referring to now, I guess. And a lot of that is also about timing and about how a leader may approach that first conversation and perhaps asking questions and listening rather than jumping straight into, well, this is how I think I can help.
speaker-1: Exactly. It's a very, very tough skill to actively listen without trying to solve a problem, especially during time constraints and other priorities. You know, those of us that want to just get to the bottom line and just solve, solve, solve, solve because of pressure or whatever. And it takes a lot of emotional intelligence to take that sort of step back and say, okay, let's take the time now than just jumping into solving the issue.
speaker-0: You're right. I think there is a patience and there is a time because it's quite possible that it may take several conversations before you get to the root cause. And there may be a dynamic plan that is needed to work towards supporting that individual in developing their performance in a way that matches their potential.
speaker-1: Absolutely. I mean, everybody is going to communicate differently. And so I think that's sort of the first step. They need to understand how this individual prefers to be communicated with. Because if you have, and again, these are part of the personality styles or the behavioral styles of many accountants, tend to be more introverted. So getting them to speak up and talk about what's going on with them can be a struggle. Do they feel psychologically safe to talk about what's going on with them. And in some cases, they might not even know. They have no idea what's going on. They know something's changed. Their leader may know something's changed. And neither of them really know what's the root cause. So it's it's just sort of taking that exploratory conversation and a method that the employee feels comfortable speaking in to try and get them a lot more comfortable. It takes time.
speaker-0: Takes time and it's having the vocabulary, isn't it, to articulate some of that. And I think there is potential to work together on probably finding out what's going on. Cause actually neither one nor the other might know, like you say. And actually it's sort of through conversation, someone can offer you a perspective you're not aware of. And then you can think, actually, maybe that's right. Maybe I hadn't thought about why this might be happening and perhaps it's this. So
speaker-1: Exactly. Exactly. It's like leaders need to be explorers.
speaker-0: Yeah, I love that, that curiosity. We've covered a lot of ground. We've talked about pressure, we've talked about confidence, giving and receiving feedback, diagnosis, early warning signs. What do you think is one leadership habit that has the greatest impact on team performance?
speaker-1: Well, I think we've really kind of touched on it is really it's not jumping to conclusions. You know, when performance changes, we often look at they're just not motivated, or maybe, you know, they're not capable or they don't care. And most times those assumptions are wrong. So one of the leader habits that I like is really about obstacle removal. And the first thing that leaders tend to look at is what's external. Those are the easiest to clarify by an employee. So maybe expectations aren't clear. Maybe there's some resources they need. ⁓ maybe they're overwhelmed by competing priorities. And those seem to be easier to solve because leaders can see those and go, okay, and getting to that fix mode as we talked about, which is great. I think that's an important aspect for a very, very effective leader is to help remove obstacles for employees. But Other times these obstacles, again, are internal. It could just be a fear of making mistakes. Many accountants don't like making mistakes. And really, who likes making mistakes? But there's a fear component to it. So that will allow a lot of perfectionism, overthinking, second guessing. And I think it's about making sure they don't react to the behaviors they see. It's not jumping to those conclusions, just again. Taking a pause and understanding what exactly that they need to be looking at, what kind of internal obstacles may be the situation. It's really about looking beyond the obvious.
speaker-0: Again, coming down to curiosity.
speaker-1: And certainly fix the obvious. That should go without saying. Fix the obvious barriers, because that will help with performance right there. But after you've done that, if there's still issues, then they're obviously something internally wrong. So it's just not automatically jumping to conclusions.
speaker-0: I think another way of not jumping to conclusions is I read something recently about how leaders feel that they are more approachable than they may be. They say, I've got an open door policy, no problem, just come in any time. But actually, there is a courage that is needed to perhaps start that conversation with your manager about something that you're experiencing at work. And so maybe it's also taking the time to think, well, have I created that. sentiment of safety that somebody can come and talk to me about something and together we can work that out because yeah, it takes a lot of trust, doesn't it?
speaker-1: Absolutely. Huge amounts of trust to go to your boss and explain that you have a weakness and not think that there is going to be something reprisal associated with that. Are they going to hold it against me? Are they always going to judge me with respect to that weakness? And I think we have grown as a workplace culture to be able to have better conversations, but it all depends especially too on the generations, which we touched on last last. Podcast. If you're in a certain generation where you're used to just, you know, buckle down and suck it up and just, you know, work through it. And if that tends to be the leader, having someone of a different generation that's a little bit more comfortable at sharing their problems, there's going to be that disconnect. So I think again, it's making sure that psychological safety is really there. Then for the leader. Making sure that that's not where their mind always goes. It doesn't always go to the negative just because the person had the trust and the confidence to share, hey, I'm struggling with this. I need some help.
speaker-0: ⁓ thank you, Sue. You speak with such passion and knowledge and expertise and experience about all of this. I do have a question that's sort of related to what we're talking about, but what is your favorite part of working with leaders and teams on maximizing their potential and reaching performance? Because you're so compassionate and caring and curious yourself. I'm just interested to what motivates you and what's your favorite part about all of this?
speaker-1: My favorite part is actually seeing the change. It's almost like a light switch that goes off. You know, you start to see an energy shift and the performance and the opportunities that open up when you are helping a leader or a team or an individual, it becomes a night and day. And all of a sudden they're excited about those things. They see the fact that things are moving in the right direction. They share it. know, so that is like, yes, absolutely. That's exactly what I've been saying. Yay, you got it. You know, and so that's the part that I really love. And that's the exciting part.
speaker-0: Well, I speak on behalf of many people who have worked with you that we are so lucky that you are passionate about what you do because actually our work environment, it takes up so much of our life. And I think there's so much we can learn as well from the workplace and bring into our personal lives. So thank you for all that you do and thank you for sharing your wisdom with us as well. I do hope you will join us again to explore a little bit more of the work you do. These conversations are really important for people who listen to them. So thank you.
speaker-1: Thank you so much. It would be my profound pleasure. As you said, I get a lot of passion and joy out of spreading this. So ⁓ if I can help one person change their life and workplace for the better, I'm all for it. So thank you. Thank
speaker-0: Thank you Sue. Take care. Thank you for tuning in to the Morrison Global podcast. We hope today's episode sparked new ideas, broadened your thinking, and offered a fresh perspective. Don't forget to subscribe, share, and stay with us as we continue exploring the insights and stories shaping our world. Until next time, stay curious, stay inspired, and keep the conversations going.
