Getting Mentally Fit With Emily Johnson | ProActive Podcast by MeMedia #126
Emily Johnson from Get Mentally Fit sits down with Chris to discuss what leaders need to consider when managing the mental fitness of their organisation
Video Transcript:
- [Announcer] Welcome to the ProActive Podcast, brought to you by MeMedia.
- G'day, world Chris Hogan coming into you from MeMedia Studio for episode 126 of the ProActive Podcast. And I have with me today, Emily Johnson from Get Mentally Fit. How are you Emily?
- I'm good, good morning, Chris?
- Very good. And so Get Mentally Fit it says on your website, you know, partnering with people to create sustainable mental fitness. Can you break that down for us? What is the, I guess the problem that's occurring in the workplace that, that you help solve?
- Well, we mainly work with small to medium-sized business owners, people whose businesses are actually thriving and they're trying to keep up and they're suffering perhaps stress, overwhelm, anxiety, and they don't have great clarity of thought. And we help them to, I guess, implement some mental fitness strategies and practises so that they can feel in control and get on top of their business. So they're not so operational, they can be strategic which is always the ultimate goal of a small business owner, and looking at it from that perspective of maintaining their mental health as if it's their physical health. So similar attitude in that regard.
- So if I liken it to physical a little bit I'm sorta seeing the root of the problem being like overwork, high adrenals, you know, constantly bouncing from one task to the next, meeting to meeting, Zoom meeting to Zoom meeting and we're not allowing ourselves to recover.
- Yeah, recovery is a huge, huge factor when it comes to mental health and maintaining your mental fitness. It's something that is probably overlooked in a lot of circumstances, like taking breaks can be deemed unnecessary and a waste of time, whereas they're actually very important in maintaining concentration, in maintaining focus, in looking after your performance throughout the day. You need a healthy stress level, but you also need to be able to have those punctuations of gaps.
- Hmm, okay, so when like smokos and 15 minutes smoking breaks were, you know, a thing, and I kind of remember them a lot through the 90s watching, you know, workplaces, you know, you see people exiting the doors and going out for 15 minutes and coming back in and I do that probably four or five times a day. And then of course smoking has been less popularised, you know, it's, you know, a lot of people have given it up and there's certainly less, I guess, acceptable. It's a, certainly a less acceptable behaviour--
- Unhealthy habit, yeah.
- Yeah, at workplace. It's now just mean, like, for example, like the smell of smoke, you know, on clothing, on breath in the workplace is, you know, we work closely together, so it's deemed unacceptable for everybody's health. So, but there was a, I guess there was a thing about that is that people were at least taking breaks. They were, you know, having regular 15 minute breaks and between meetings and whatnot, but we've certainly knocked that back now. It seems just to, we just got to bounce from meeting to meeting and task to task. So the root of the problem is that we're not breaking enough during the day or what's sort of happening?
- Yeah, I guess that's one aspect of that sort of that attitude I've got to push through, and I've got to get through all this work. So some people do have that attitude of I can't take breaks and I'm so busy, busy, busy that is definitely. I remember years ago I read an article called Sitting is the New Smoking.
- [Chris] Oh yes, I've got that book behind me.
- Oh, do you?
- [Chris] Yeah, deskbound.
- Ah, brilliant, so yeah, that is one kind of, I guess negative habit that people do and it's quite, and that's where we come in with a lot of the work that we do is teaching people how to create new healthy habits that are gonna sustain them.
- The smoking is the, oh sorry, sitting is the new smoking.
- Yeah.
- And that where just flowing through work and all of that sort of stuff. So where do we need to, what do we need to change in the workplace like around that? You know, is it take more breaks or is there more to it?
- Yeah, there is, so what the research shows us is if we work optimally in about 90 minute chunks. And then after that 90 minutes, we need to take a short break and I'm talking a short break like three to five minutes, something that is going to energise us and enable us to get back into the flow work that we've been doing.
- That feels to me like there's more pressure like three to five minutes, I've got to have a break, I've got to have a coffee, I've got to have a drink of water, I've got to eat something in three to five minutes, got to have a bio break as, you know, the polite way to say. Say, you know, in three to five minutes like that feels like too much pressure on its own.
- But what the research shows is, if you take longer than that period of time, then it's actually harder for you to then get back into the flow of work. So we're really looking for something that is just gonna give you a quick energy burst and a distraction from what you were doing so that you're not in that concentration mode attempting to be in that concentration mode for a long period of time. So that's what that's all about.
- Wow, so geez, the researches are hard. They drive a hard task. So I, personally I feel like, you know, my best performance, yes, 90 minutes is absolutely perfect for me in the morning and then I tend to shift to 45 minute sessions. So 45 minute, 15 minute break, 45 minute, 15 minute break. And in those 15 minutes, I, you know, I have to be highly structured. So that could mean that it's five minutes for bio stuff. So eat, drink, you know, bathroom, maybe a bit of sunshine. And, but the other part is, especially when like I'm got back-to-back, my whole week it's back-to-back it's meditation, so then I'll throw in, you know, probably 10 or eight minutes meditation and breathing exercises. So am I close? Am I doing good there? Or is it more just like whatever works for each individually?
- Completely, and you've hit the nail on the head. So, you know, anyone sort of considering putting in some practises to look after their mental health, mental fitness, it's very individual. So what works for you, may not work for someone else. So when it comes to wellbeing the way that I spruik it is it's DIY. So you've got to figure it out for yourself. I can give you the research and I can talk to you about different positive psychology interventions and practises, but it's what's gonna resonate with you and what's gonna work for you and what you can fit into your day. And also having that consideration of whatever it is that you're going to be doing, kind of needs to be thematic along with what you normally do in your day. So, as an example, if you have a cup of coffee and that is a stimulant to you and it's a way of kind of waking you up and getting you going in the morning, that's kind of the time where you would do your priority list. Whereas if a coffee is a relaxant, then that could be when you tag that with meditation or something along those lines. So getting that, that thematic consistency with the different things that you're doing and habit-stacking is a really effective way to kind of bring in new practises to your day. But it is very individual, yeah.
- [Chris] Habit-stacking.
- Yeah, habit-stacking.
- That's a cool term. All right, all right. So what about like exercise during the day? And maybe like eating and sleeping or eating and resting. So, okay, so many questions here. But for example, lunch time comes, if I ate a big meal then I'm super lethargic after lunch, like forget about it.
- [Emily] Sure, lunch timer.
- Almost can't start work, like turning the brain back on until about three o'clock. Sometimes if it's, you know, if it's a 12:30 lunch for example, so the brains, you know, needs almost an hour and a half of just like, you know, get up and go again to really start again. Even I find my brain turning on at 5:00 p.m. It's like, okay, now I'm ready to go. And I can power out another 90 minutes for like five to 6:30. So, buy the time, time. So is there some, I guess tweaks to maybe like when I should eat or what I should eat, do you ever get into that with people?
- Oh, definitely. So with any leader individual that I work with, it's really around, okay, well, when are your energy points in the day? And how's your metabolism? And when are you eating? And when are you resting? And having that realisation, like, as I mentioned before prioritising is a highly cognitive task. So you wanna do that when you're most alert which is how it's usually about two hours after you wake up. So that's when you're getting into work that if you're getting up around 6:37, so maybe around that nine, 9:30, three hour mark, two hour mark. So, and really having a, doing a bit of a dissect of your day as to, well how is it playing out and what is working for me? And what can I do more of? Is always the way, it was always the sense that I come from to determine well, what other things can we do that are gonna be really supportive to you and are going to enable you to gain more energy from what you do?
- Okay, really cool. I kind of think it's just human nature, it's instinctive, you know, it goes way back to when we were apes. And whether or not we were or not, we certainly are related. So the, you know, the morning, you know, it's time to get up, it's time to find food, it's time to put the fire on maybe, or you know, you got to get up and going and then you've exhausted all your energy going and doing that hunting and gathering and whatnot, and then through the middle of the day, you've probably yes like, come on.
- Need a nap.
- [Chris] I just, yeah, I need a nap.
- Yeah, I'm a huge advocate of naps.
- Oh yeah, in fact, we've got a guy here, our creative, you know, master in the office, he naps every lunch.
- [Emily] Excellent.
- Yeah, so mostly going for around 45 minutes. But he tends to only crack around 20, 20 minutes.
- [Emily] Yeah, that's optimal, yeah.
- Yeah, yeah, which is, yeah he based that on I think Einstein used to do 20 minute naps.
- Yeah, well Salvador Dali he used to sit on a chair with keys in his hand. And then as he was sort of falling into that slumber the keys would drop and wake him up and then he would have insights and produce his best works.
- Sick. I gotta try this. Okay, and then yeah, the 5:00 p.m thing it's like, okay you know, it's, you know, it's either food, fire, you know, I put the fire on and it's, you know, waked on it's when everything's awake, it's survival, you know, I'll be ready and get in your cave and make sure you're safe.
- Well, I listen a lot to Dr. Huberman, he's a neuroscientist, he's got a podcast as well. And he, interestingly was talking about these different energy points during the day and exactly what you're talking about. And he said that some people also may suffer from having that real spurt of energy one hour before you go to sleep. I don't know whether you--
- [Chris] Oh, sometimes.
- Yeah, yeah and he said that kind of goes back to caveman days where we had to make sure that everybody was safe and you know, that everyone was inside the cave and warm and there was no predators around, et cetera. So you're in that high alert state. And a lot of people don't understand why am I so alert before I'm supposed to be going to sleep? Not everybody kind of experiences this, but it is something that he says is quite common and it's kind of, you gotta go with it. So that's the time when you clean up the kitchen, you tidy the house, you make sure all the curtains, and doors are locked and things like that, and then you can kind of get into your bedtime routine. But it's again, just understanding when are those points in the day, for me, where I do get those bursts of energy and how can I utilise that to my best ability.
- Yeah, now IPM I'm normally cut us. And then it's like, okay book or if you know, the book's not gonna cut it then maybe I will watch something. But cannot work, cannot refuse to work. I've changed that habit from years ago. And then it's always work in the morning. So 5:00 a.m get up to do whatever I need to do and--
- Yeah, no disturbances, no noise, nothing is interrupting.
- And sometimes I have to do it earlier depending on how early your kid's getting up. But right, all right. So I'm fascinated by this stuff. And I think I'm constantly tweaking what I'm doing all the time and heavily focused on my nutrition and exercise, cold showers and whatnot. But look, that's me. Now, so going into the workplace and the goal of employers is to have a, I guess have a happier, a healthier, you know, workplace or a great workplace culture. So if you're actually supporting people in, I guess, feeling more energised throughout the day and therefore not feeling like, oh, this is just so laborious and just such a grind, then that wears people down, grind, you know what a word to use, you know, it really wears people down. So I guess you're helping people energise themselves, stay energised and stay motivated. Were we right in that?
- Yeah, completely it's, really our focus is around them performing at their best and enjoying what they do and contributing toward whatever it is, and whomever they're working with, in a way that is gonna have an impact. So, yeah, yeah.
- Okay, yeah. So, look we do something similar, you know, and it's not from a psychological point of view, I guess it is related, but we're definitely not working with people's, you know daily routines and breaks and foods and all of that sort of stuff and workflow, we're definitely focused on, you know, identifying the values of the workplace and how people can align their own values to the core values of the company, and therefore, you know, we call it build a brand on purpose. So can I come back to you, what actually got you into psychology? What was the, did somebody inspire you to do that? Or was there some value set that you held?
- I worked in corporate, so I was an executive for a big franchise company doing a lot of training and supporting of the managing directors and the executive teams and I didn't have the qualifications behind me. So I kind of came to a, I guess a ceiling of what I could do and I went to the local University Griffith to look for a training and interpersonal skills course, and they at the time had these certificates in psychology. So I started very late, I didn't go to university until I was 30. And I did that certificate and went, wow, corporate psychology is, 'cause I was kind of involved in all of that with supporting leaders at the time anyway but just didn't have those qualifications. So went through and did eight years of study but just loved corporate organisational psychology from the get-go. I wasn't interested in clinical, it was all about the workplace and people having that work-life satisfaction and getting the best out of what they do for their profession and supporting their own personal lives. So that's kind of how I started my career in psychology I guess, is through training and developing other people.
- Right, so is there somebody that you grew up admiring or somebody that you would admire like a celebrity or even a workplace leader that I guess had a value set that you identified with?
- Well, I grew up in the UK in the 70s, 80s so there was obviously all the big bands then queen Madonna and Duran Duran and all those kinds of people, but I really resonated with all the comedians. So the likes of Rowan Atkinson, Lenny Henry and Ruby Wax, if you're familiar with her.
- No, what about the Two Ronnies?
- [Emily] Yeah, yeah, the Two Ronnies are great.
- Love the Two Ronnies.
- Yeah, and The Young Ones, yep, yep, yep. Ruby Wax has gone on and funnily enough she's a mental health advocate and she recently did her masters in mindfulness and cognitive behavioural therapy. So she's a huge advocate in the UK for mental health.
- [Chris] Recently, before you or after you?
- 2013, she did her masters, yeah, yeah.
- [Chris] So, was that around the same time as you did yours or?
- No, I finished my master's in 2013.
- Yeah, okay, great. Well, she started showing signs of, you know, going down that track earlier.
- Well no, she was a comedian, so she contributed to shows like, "Absolutely Fabulous", if you're familiar with that one. She's absolutely hilarious, and she's just really kind of authentic and raw in her approach. So that's what I loved about her when growing up. Yeah, 'cause she was just so different, you know?
- Yeah, my wife loves "Absolutely Fabulous", but I can't stand it.
- [Emily] It is a bit staged.
- So the value sets that maybe Ruby held, did you feel like you identified with those at all like?
- Oh, completely like that, that aspect.
- [Chris] Could you describe some of them?
- Yeah, well I guess that aspect of not taking life too seriously and engaging always with a sense of humour really kind of resonates with me because, you know, a lot of what I do is quite serious in the sense of helping people perform and think clearly. But I think you've got to bring in your personality to that so that people can relate to you and feel comfortable and safe. So yeah, I guess that's the synergy there with--
- So do you crack lots of joke at work?
- [Emily] No. Not necessarily.
- You'd like a bit of stand up. I mean when you do a bit of stand up when you're standing at the front and presenting?
- [Emily] No, no, no, not at all.
- [Emily] God, no.
- Okay, So then how does this align to your sort of personal purpose? What would you say that is in life? Like who are you in life?
- Well, I guess if you had asked me that 20 years ago you'd get a very different response.
- [Chris] Of course, of course.
- More, a more self-serving, self-centered response in that, as I said, I didn't start uni until I was 20. So my life was all about travel and experiencing different cultures and visiting as many countries as I possibly could, I guess, with age and maturity and studying, it's changed slightly. Still needing that kind of adventure and travel, that's very important to me. But it's more around, I guess, me thinking, behaving and being my best self and supporting others to do the same. I'm so very much in that space of translating from the literature and the research, what are practical ways that we can show up and be your best self? That's kind of like my goal purpose in life and teaching other people that.
- [Chris] Okay, so how does that show up at home?
- How does that show up at home? Oh, even better ask my husband that, rather than me.
- Yeah, so you find that, do you have children?
- [Emily] Yes, yeah, we have a daughter, 11. She's 11, yeah.
- Do you find that your, you got that nurturing sort of behaviour at home and that you're always encouraging that adventure, venturous life and stuff at home as well?
- Most definitely, so my daughter is intellectually impaired. So our attitude with her is always, what can she do, not what can't she do. So it's always looking for the positive and always exploring ways in which she can express herself and enjoy what she's doing and get the best out of who she's spending time with, yeah.
- Yeah, wow, sounds like exactly like what workplaces need to do. What can you do, not what can't you do and get the best out of that environment.
- [Emily] Totally.
- Awesome, and so that definitely, it sounds like it's translated into your brand, like it's transferred into your brand that personal purpose has come through in your brand purpose as well.
- Yeah, yeah, most definitely. So we're all about, we are, I guess, as an overall from a brand purpose, we're very much in that space of, you know, flipping the conversation of mental health on its head and having people and trying to challenge that stigma around mental health and encouraging that the, what I was talking about before the daily practise of looking after your mental health and mental fitness is fundamentally. And then the other kind of aspect is what we've been talking about is, okay, well what can we do on a regular basis to support our mental health and mental fitness and physical fitness as an overall?
- And so what are the, what are some of the things that you feel like every business needs to implement? Do you have some kind of like top three?
- I think, well, in today's sort of, yes, I think psychological safety is probably the one big thing that there's a lot of, you know, talk about at the moment and needs to, there needs to be a little bit more understanding as to how to develop that within an organisation, so that people feel that they can step forward and they can put forward their ideas and be creative and not feel ridiculed in any which way I'd say that's probably a big thing because that's where, you know, the conversations can be stunted or who shouts the loudest in a brainstorming session is going to be heard. And those different personality types may not put forward their ideas because they might not feel safe or they're just not extroverted or whatever the situation. So I'd say psychological safety is one thing that organisations that I encourage a lot of leaders within organisations to focus on.
- And in my language that would just allow people to be heard.
- Yeah, it's about feeling secure and non-threatened so that your brain has the ability to be creative and be in a calm state, which will instigate ideas. Whereas if you are, you know, in feeling in any which way in a threatened state, then you're going to switch off, you're not going to listen and you're going to cope and you're going to try and get the hell out of there. So it's really around creating a space where people feel that they are heard, as you say, that they can speak up and they can put forward their ideas and they can encourage others to do the same. And so there's that accountability aspect as well. And that doesn't, and that's probably another thing if you're looking for a couple of things around what I would encourage businesses to focus in incorporate is, accountability doesn't fall to the leader, it falls to everybody. So we all need to make each other accountable rather than it just being reliant on one person and a task list, yeah.
- Yeah, yeah, so also allowing, I guess when you have, may have a certain individual in the office that is quite a boisterous and I guess, strong-willed, they can make other people feel like that they're not allowed to express their points of view too. So it's like you say, it's not just the leader, it's also others within the workplace that--
- Yeah, so it's having workplace practises that facilitate those maybe quieter individuals to have their voice. So whether that's questions that you use or a system that you use prior to having meetings, to gather information whatever it is that's gonna work in an organisation.
- Who's best to approach these, to broach these topics of conversation with individuals? Is it like when there's clearly an issue occurring in the workplace that can be identified, who is best to bring that up? Is it the leader or is it always better to bring in like to have a HR person or bring in a consultant to do stuff.
- Well like, yeah I mean, that's a bit of a difficult question to answer 'cause I guess it depends on the situation and if you're going with what I was saying about accountability, if you're identifying it and you're not the leader then my answer would be, well, you need to bring it up because everybody's accountable to each other. And if something is a blockage then it needs to be addressed. So I guess it depends on the situation and the consequences of whatever it is that's happening as to who does what, yeah.
- Yeah, so mental health, I believe is, you know, almost the new buzz word, you know, I've struggled with mental health, you know, just not feeling like I wanted to continue in this business. You know, after some, you know, a long period of time over 10 years working in the business I was like, you know, we saw a downturn I was like, come on, I think I'm done here got myself a bit of a uppercut and you know, went not for me, boots on it, let's go. So, but you know, there's certainly times when, you know, it gets tough in business and we do, as leaders have to pick ourselves up and get going constantly. Now I believe if you are solving a huge problem and that if you focus on solving that problem, then that's gonna motivate you. But with regards to, I guess, getting your team on board with these concepts and making sure that everybody is rowing in the same direction, you know, issues come up. And so like, if I identify these issues as a leader that we're not really rowing in the same direction or we're not following the same, you know, value sets, then the question I'm asking is do why bring that up with the individuals? Do I bring it up as a group? Or do, am I best to bring in a consultant?
- Yes, I guess it depends on your skills as a leader as to whether or not you have the ability to create that psychological safety if you're gonna talk to that person individually or talk to everyone as a team, because if you're bringing someone else in externally, they could be more objective as to what's going on and sort of see things that you don't necessarily see that are blind spots. And they will also be able to identify strengths within the team that you may not see as well. So I mean, obviously as an external consultant I'm going to say that because that's my experience of going into businesses and helping in these sorts of situations, because you're very close to it, and you're very passionate, if this is your business per se and something's not working in the business, it's hurting I have to fix this. So, but you might not necessarily be the best person, but you might.
- Can't see the forest for the trees, right? It's bit too close, when it's stuck between trees.
- Yeah, exactly, exactly. So it's always good to get that outside perspective even if you're just talking to a coach or a corporate psychologist or whatever or whoever it is for you to get clear on okay, well, what is the issue here before I kind of approach this with the team or the individual, what am I trying to address and what am I trying to change?
- Yeah, very good. Look, I think that's great advice that, you know, they both work that a leader can approach the, you know, the individual or the team on these types of things. But sometimes, you know, an outsider's point of view is absolutely, you know, so good to hear. It's the same in marketing, you know, that's why we get to go when people just go, look, we know what we do every single day but we actually don't know how to communicate that to people outside of this organisation. We're just too close to the problem. That's a strange psychological phenomenon in itself.
- Yeah, it is, it's almost a mental block, yeah, yeah.
- So I'm gonna go to a, a question that I know is, it's not a very nice thing to have to ask, but--
- [Emily] You're making me nervous.
- Yeah, what happens when people start using mental health as a, almost like a psychological way of manipulating their, the leaders in the organisation to give them more time off. I'm finding there's a little bit of that going on now with mental health being, you know, it is a thing we've accepted that. I'm pretty sure most organisations are well on board with, hey, yes, look, if you need a, like people are saying, hey I need a mental day off or mental health day off or something along those lines. But somewhere along the line they start using that same terminology all of the time when it might just be that they've got a hangover or you know, whatnot.
- Bitter malingering.
- Yeah, right, so they're changing that, oh, I'm having a sickie to now I need a mental health day off. Tricky, I guess, topic to discuss with people, you know like what do you think the best course of action is for leaders to take when they sort of think that people are kind of abusing the, I guess, their trust and their kindness?
- Well, I do a lot of training of mental health in the workplace. So having that, are you okay conversation. So that's a starting point in up-skilling leaders to basically go there and ask the question around, are you okay? And really drawing in some evidence around why the concern is there. And what the evidence is to support you approaching them and saying, well, this has changed, this has changed, you're doing this, you're doing that, et cetera. So I do do a lot in that space to up-skill leaders in how to have these conversations so that they are comfortable and confident to broach this subject, not necessarily around someone who may be malingering or taking advantage, et cetera. And I think a real, another really important aspect is for leaders and their teams to get some language around mental health and understanding as to what is a mental health condition versus say what is stress and overwhelm? 'Cause stress is not a mental health condition. And really building that language within the team so that everybody has a broad understanding of what people are experiencing and the emotional reaction that they're having to whatever it is that they're undertaking, if that makes sense. So, yeah, I think it's a tricky one if you've got employees who are sort of pushing the boundaries slightly, I mean, a lot of businesses do implement doona days or duvet days as they're called in the UK, where you have a couple of days, as you say the mental health care days or whatever you wanna call them, that are specific to, I just need time out, I just need a break.
- [Chris] How often do they sort of being implemented, what's the?
- Well, they're depending on the business, but usually two to four days a year is that, and it's either--
- [Chris] So once a quarter kinda a thing?
- Yeah, its either incorporated in your generic sick days or it's additional too. So that's something that I'm seeing quite a bit of with various businesses that they are implementing and committing that.
- The construction industries had adios for forever. So I guess for corporates, it's kind of, you know, the same thing we need to kind of put that adio in there but call it a doona day if you like. I personally would call it, going to the beach and surfing and massage and all of those other things.
- Yeah, yeah, yeah, yeah, yeah.
- But fantastic, so what do you think that, you know, around this popularisation of discussing mental health, that, that leaders can do, now what options do they have around this now? And you kind of alluded to it before but is it important that they start having these discussions in a group setting and training not only themselves up, but also their team? Like where do they start? Do they start with themselves first?
- Most definitely, yeah, yeah you've got to put that oxygen mask on heart first before you can help someone else that old adage most definitely.
- So the leader starts first, puts the oxygen mask on and then obviously helps everybody else off the aircraft.
- [Emily] Yes.
- Now, we're not suggesting that, I guess, plenty of businesses are doing very well. Yeah, so we're not suggesting that any business that's having this conversation is, you know, trying to pull, you know, pull their plane up from a dive, you know, death dive. So everybody should be having this conversation.
- Yeah, they do and but I think what needs to be very clear when it comes to mental health and broaching it in the workplace is your role within all of this and the boundaries of your role. And also the fact that you should never support someone individually, it needs to be a team effort where you're incorporating internal supports or external supports for that individual. So that's something when I do a lot of the mental health training in the workplace, that's something that I really do stress is you're not the psychologist, your role is to identify and to recognise and respond and then support. But you don't necessarily need to provide that support, you need to be able to direct them to what support is available.
- Wow, wasn't that a lifeline, leaders? You know, just you do not have to be the psychologist. Thank you Emily, for throwing us that beautiful, you know, lifeline, that life raft, that we do just need to be able to understand what those, I guess, those things are that are occurring in the workplace and you can help us do that. So awesome, what a great service. And this is no add, like I absolutely, I 100% agree with what you're doing and you're not the only service out there, we know that, but you are local to Gold Coast and you're servicing Zoom opened you up to service beyond the Gold Coast as well?
- Yeah, most definitely. Yeah, yeah, yeah, yeah. So we get clients all around Australia, yeah.
- Yeah, what a fantastic piece of tech that is. Okay, well, thanks so much for watching everybody, I'm here with Emily Johnson from Get Mentally Fit and they can check you out at getmentallyfit.com.au. Is there any socials that you're frequent?
- Yeah, we are on Instagram, we're on LinkedIn and Facebook.
- Beautiful, thanks again for watching. This is the ProActive Podcast, we're all about discovering people's purpose, values and helping you to translate those into your brand purpose and values, which underpin your marketing. We have a book coming out soon, Building Brands on Purpose. We, I'll say, I for our first book, so be kind comes out in July and I hope you get to check that out too. It will be available across all of the ways to consume books, let alone I'm gonna have to read the whole thing and record it, but you know, I can talk, so it should be all right. Thanks again, check us out, all the episodes are available at memedia.com.au and we're, check out MeMedia's YouTube page as well that's where all the episodes are hiding and also we're on Apple podcasts and Spotify podcasts. Thanks again, see you again soon, cheers, thanks Emily.
- Thank you.
