WEBVTT - This file was automatically generated by VIMEO. Please email info@talestoolkit.com to report problems. So the first one of these is Zen-like calm. And when I have conversations with people about productivity, often the, the first question that gets asked is, you know, when are you most productive? When, when are the times that you're most productive? And most people in what I'd call knowledge work jobs where you're adding value and creating value out of information, teachers obviously fall into that category. A lot of people in those kind of knowledge work jobs would say, I was really productive when I was on a deadline. That that particular deadline was the thing that really made me productive. And actually, it's not the deadline itself that makes you productive, it's the fact that the deadline forces you into, um, this state that psychologists refer to as, as flow. And as I refer to it, zen like calm. So zen like calm is about being present in the moment, really focused on one thing at a time. Uh, this is not how most of us typically spend our day work is set up to not allow that to happen. So you look at this guy here, um, and if that at all resonates with you as an image, you know, we often walk around with so many different things on our plate. We walk around feeling very overload and overwhelmed. And what's really interesting about this as an image is that the mind doesn't discriminate between things that are big and things that are small. We just know that there are far too many things to do. So, um, a real trick of achieving zen like calm is getting all of those things out of your head as much as possible. If you've ever, uh, been a couple of days away from the end of term, or a time when you're gonna go on holiday and you've sat down, you've made a list, and after that you feel a bit less overwhelmed and, and feel a bit better, then you'll know what I mean by this. Getting stuff out of your head will really help you to get those things done. Um, why is this so complicated? So, back in the day where, um, we worked in industrial age jobs and not knowledge work jobs, um, it felt like work was easier. So Peter Drucker, famous management guru and economists, um, coined the term knowledge work and said that we were moving from the industrial age to the information age in the industrial age, we might have had a job that looked like something that you can see here on the screen. So you have a cake factory, big conveyor belt, and you've got a big box of cherries. And your job is to put one cherry on each cake as they come down the, down the conveyor belt, um, during that shift. And you go home five o'clock on a Friday having put cherries on the cakes all day, and you go, okay, so that's the end of my week. How many people do you think in that kind of a job would be sat there at the end of the week and saying, oh, the cherries, it all went crazy, you know, or sat there on a Sunday evening and and saying to yourself, I've no idea what's gonna happen next week. It's all gonna go crazy. So it is really easy to know in this kind of a job, what does done look like? What does the end look like? What does success look like? And of course, in the kind of jobs that you do, um, and the kind of work that I do, there is no real one definition of success. We have to define that. We also have to be the person who's making those much more strategic decisions. So it's almost like if we're in the cake factory, what time should the shift start? And how big should the cakes be? And all of of those kind of questions too. Um, and the reason for this is that we're simultaneously the boss and the worker all at the same time. So in knowledge work, um, we need to find time and space to do creative thinking. We need to find time and space to do planning, and we also need to get the day-to-day work done. And of course, for you guys in the classroom, there's a real consequence if you're not in the classroom getting that day-to-day work done. But there's also a huge consequence both to the work and to your sanity of not doing enough quality thinking alongside that as well. Um, second characteristic is ruthlessness. So, uh, often when I put this slide up, people have this, um, slight reaction of, oh, is this a bit Gordon Gecko from Wall Street? Or, um, you know, Wolf of Wall Street, Leonardo DiCaprio, kind of bowling with dwarves or whatever. So I'm not talking about being a bad person when I talk about ruthlessness, but it's about being ruthless with ourselves, first of all. So one of the things we really need to do is lower our expectations. Um, we have to be ruthless in defining what falls into the realm of our work as our own boss. 'cause we're all our own boss, uh, in some sense. And really start to define the stuff that really matters versus all those million and one jobs that we feel like we need to do and we feel burdened to do. So actually being ruthless about saying no to stuff and being ruthless of trying to, uh, frame things as being outside of what we need to do is a really important part of this. Um, we also need to be ruthless with ourselves when we know we're procrastinating. I think there are times where, uh, you know, we all know that we procrastinate and the people who procrastinate the most according to the studies, are the most creative, uh, and the most intelligent people. So if you ever procrastinate, then uh, that's you and well done. Um, so being really, um, ruthless when we know there are things that we might be drawn to, like Facebook or WhatsApp messages or whatever, trying to move those things away when we're, we're trying to, uh, get the important work done and also being ruthless with our attention. So I mentioned at the beginning that our attention, not our time, is our most precious resource. Um, so if you think about your attention, uh, when you have those two to three hours of really quality attention in the day, uh, where you have the most energy, you're able to do the best work, um, what's what gets in the way of you doing that work? And often if you, um, think about it, your attention is very easily fragmented. It's very easy for your attention to just be completely, uh, you know, just, you know, you just fall into admin and conversations and all these other things that, um, just derail us and take us away from what we need to do. So I try really hard to protect, particularly the early morning part of my day. 'cause I know that's when I have my best energy. So I don't schedule meetings at that time. I try and have my phone switched off at that time and try and make sure that that attention is protected as much as possible. Um, obviously I'm gather, I'm sort of imagining that in a classroom environment, if you most, uh, proactive attention time is when you need to be teaching, then that's obviously a, a big issue. Something that you probably can't get around, but it'd be interesting to hear your thoughts on that as well. Um, next one is weapon savvy. Um, how we use tools is a big part of our productivity. Um, I'm not someone who's a particular advocate for hundreds of different productivity apps and that kind of thing. So for example, if you're someone who really does your best planning and your best thinking on pen and paper, use pen and paper, that's absolutely fine. Um, what I would say is that a lot of people don't necessarily use a lot of the functionality that you find in things like Microsoft Outlook, some of the really basic sort of tools. Um, lots of people don't use a password manager. So you've got one password on there. I use one called LastPass. Um, so if you've ever been in that situation of losing a hundred passwords and having to go back in and do the whole email reset thing, whatever, it's a huge sort of time suck. But setting up a really good system around your passwords once, um, will actually save you lots of time in the long run. So it's just putting that little bit of investment in around tools, um, as a way to actually just save yourself some time and be more efficient with the way things you're doing, um, being weapon savvy. So I think, um, in how we think about, uh, our tools, one of the most important things is being weapon savvy around, um, what I call the second brain. So recognizing that we cannot keep all of those different things that we're working on in our heads. Um, where do we keep it? So using a good tool, um, to, to sort of replace the brain as the memory part of our work. And it actually frees your brain up to be much more strategic and intuitive and make good decisions, which the brain's really good at. The brain's actually really rubbish at trying to retain lots of information. So, um, the best thing you can do about around being weapon savvy is, uh, think about your second brain. Where's the one place that you're gonna hold and retain all of that memory information around the work that you do, the projects, the list of actions, all of that kind of really basic information around your work. Uh, and this slide is just really to illustrate email. Um, seeing someone there saying, I really like Trello. I do too. Uh, it's a really good example of a second Brain app, um, weapon savvy. So, uh, thinking about email, um, are we getting our inbox to zero? Is our inbox at 7,000? Um, you know, so just having some good strategy around how you use email. Um, it's a really, uh, good thing to, to reclaim a bit of sanity. Um, and what's really interesting about email is it's absolutely fine to cheat if you've got 7,000 emails, but most of them are really old and actually only a very small number of those are from this term or from the last three or four weeks or whatever the time period is. Uh, then one of the easiest cheats you can make is just, just to drag all of those emails that are older than that just into a folder. Um, label it with a time period if you like, and just notice over the next 3, 4, 5, 6 weeks how many times you actually need to go back into that folder. So rather than spending any of your time and attention on going through all of those things and trying to make sense of it, can you just find a way to cheat, move that stuff across, and then really focus in on the stuff that matters much more. Uh, the fourth one I'm gonna talk about is stealth and camouflage. So obviously when thinking about ninja metaphors, um, this just felt like a really obvious one. This might be less applicable, um, to you guys in a, in a teaching sense. Um, but when I go into lots of offices, they say, well, that's all very well, getting everything out of your head. Have a really good second brain, do quality thinking, make space for that. But I get interrupted 'cause I'm in an open plan office, and that's a very common, uh, complaint that people have against the idea of just being able to be productive. People don't have lots of autonomy around that. Uh, you may have similar issues, you know, yourselves in terms of, uh, being, uh, you know, uh, accosted in the staff room when you really wanted to, to just get your head down and do some work. So, tactical hiding has lots of, um, lots of uses here, uh, lots of applications, but really, you know, finding the time and space. Uh, and it's often about the physical space, uh, rather than just the time, um, to help you to get that quality thinking work done. Um, really important. Um, Henry Ford has a lovely quote, which is, thinking is the hardest work there is, which is the probable reason so few engage in it. And it's really become my, my life's mission really over the last, um, 10 years or so, is to help people to find the time and the space for quality thinking. I just think it's so vital. Um, next slide is, um, yeah, just sticking there a little bit. So, um, next slide is just to say that as well as thinking about physical space, think about digital, um, spaces to hide away as well. So, um, what you see on the right hand side, there is an app called Forest. So this is an app that is designed so that if you are working on something on the computer and you're tempted to just kind of pick up your phone and start messing out on your phone, looking at WhatsApp, looking at Facebook, whatever it might be, um, then this is the aim of this app is to try and stop that from happening. So on the screen, instead of just your normal home screen screen, you have this, this forest app, and you set the time period that you wanna work for. So maybe it's half an hour, maybe it's 40 minutes. And for that 40 minutes as you're working, the app is building a tree on the, on the screen. So that tree is being grown on, on the screen. If you then go off that screen to go and look at Facebook, then the tree dies. Um, so it's a really simple little app, but what it does is it just gives you one very small but very positive reason to not be going and looking at your phone, uh, and to keep your attention on the thing that is most valuable to you at that time. So really nice little app and just build a really positive habit. Um, you can also do this with, um, the do not disturb, uh, kind of airport mode kind of functions on your phone. And likewise, uh, very underrated button on Microsoft Outlook here, uh, called Work Offline. What this does is it allows you to work on the existing emails that you have. It allows you to look at your calendar and everything else that's in Outlook. It just stops all the new information from coming in and distracting you. And if you've got all the notifications turned on on within your outlook, I would suggest just turning all of those off. Same with Gmail. Um, don't have that kind of constant sense of interruption. And there's a study a little while ago that found that a one minute email interruption takes you 15 minutes to recover from. Just in terms of getting back on track and thinking about the thing that you do, there's always set up time involved with any kind of thinking. So if you're then kind of distracting yourself and moving on to something else, you've gotta do all that setup time. Again, get your head back around the thing that you're working on, reorientate yourself mentally before you can carry on and have conversations, you know, within, within your team, within your department, within your colleagues. Um, you know, when are the times that you really need to be heads down and uninterrupted and, um, in that kind of slightly more stealthy mode, um, versus when are the times that they need it. You know, so often when I'm working in teams, in, in big organizations, there'll be certain people who are much more morning focused, certain people who are much more evening focused, and actually just getting that balance and saying, right, well now's my head's down time. So you are the one who's kind of dealing with the client calls or the, you know, the kind of, um, answering the phone or dealing with customers that are coming in or whatever the environment might be. Um, you know, that's kind of, um, a really good way of kinda saying, well, then there's the flip side is also true, which is I'm now supporting you, um, to do your quality thinking in a different time period. Kind of, um, rattling through these, um, fairly quickly 'cause I'm, uh, keen to hear your thoughts. So number five is unorthodoxy. So this is about doing things differently, challenging the status quo. People tend to do what they've always done, first of all, and, uh, people tend to, uh, look to their direct competitors, um, for inspiration or to people who are very much like them when they're thinking about, um, how can they do things differently, how can they change, how can they, uh, you know, solve problems and so on. So rather than thinking about, um, you know, looking at your direct competitor, so if you're a marketing organization, you look for another marketing guru or another marketing organization to tell you what to do, um, take a step outside of your regular comfort zone in terms of the work that you do and, and, and think differently. So, you know, if you're trying to solve a problem or communicate something, how would I communicate that to the intelligent, curious 6-year-old? How would I get a really simple message across there? How would I story tell this if it was a big Hollywood, you know, big budget, um, movie with a beginning and a middle and an end? Um, how would I, um, communicate this from a really values based perspective like Malala, uh, and how would I solve this problem in a really cheap or expensive way? You know, so thinking about Hollywood as the expensive way easy, jet as the cheap way, and how would I just do things in a totally new way and, and really kind of get to the nub of, um, like what we, what are we trying to do here? Airbnb's a really interesting example, biggest hotel chain in the world, and they don't own a single hotel. Um, so, you know, it's really about getting the nub down to what are we trying to achieve? Well, we're trying to create great experiences. Well, actually we don't need hotels in order to do that. We just need to be able to, uh, be the platform for lots of other people's rooms and hotels and so on. And I'm a big fan of, um, using this kind of thinking just in our, in our own lives to look at our own, um, productivity too. So, um, as well as you looking at that on a kind of big macro level, I'm a big fan of thinking about our habits and, um, I think that we get very ingrained in ways of thinking and ways of doing things. Um, so if you're someone who always, uh, gets to work and the first thing you do is, you know, you sit down and turn the computer on, um, maybe tomorrow instead of doing that, um, start the day with pen and paper. If you're someone who always does your phone calls in the morning, try doing them in the afternoon. So just all those little simple things, and we get very stuck in a rut in the way, in the way that we work and with personal habit kind of stuff. Um, so even really simple things like, um, just getting, uh, you know, maybe getting to getting to school at a slightly different time and do thing different first thing in the day, even just driving a different route, um, to school tomorrow. And what it does, it just opens your mind up to different ways of thinking, different ways of doing things, and just kind of knowing that there are lots of possibilities. Um, I did a, an experiment a few years ago, which when I got stuck on anything, I made the decisions by the throw of dice. So I carried around, um, two dice with me. So I basically had to come up with either, uh, two options and throw odds and evens, or three options, or six options. And what was really interesting about doing that experiment is it kind of really opened me up to not just think about either or, you know, like this thing or that thing in a quite a binary way. Um, but just that one little thing of using dice to solve the problem actually opened me up to a whole different way of thinking. And when I had to come up with like six different ways of doing something, you'd be amazed at what's in your brain and, and the different solutions that you can come up with. But we tend to just think this thing or that thing, and we don't really kind of go beyond that agility. I think there's always times where we have to fight fires in the work that we do. And, um, often people say, well, you know, how do I come back from that? How do I recover from that? Um, how do I make sure that I'm as proactive as possible when, when, um, you know, the proverbial hits the fan? And what I'd say is, if you've got a really good second brain set up and you have a really good sense of what's on your plate, it's very easy to know, um, what you're gonna come back to, because it's very easy to know what you're dropping, you know? So dropping everything to go and do something when, um, you don't really know what that everything looks like is really difficult. It's very stressful. Um, but having a really good sense of what's on your plate allows you to, uh, talk to your boss, talk to colleagues about, these are the things that I'm, I'm really charged with doing right now. And then being able to renegotiate around that as well. And I think it's really important to be agile in the way that we think. Um, when, you know, we're sort of faced with situations that feel very pressured, that's usually the times where we really focus down on the stuff that we can control. The mind really likes to, uh, feel a sense of control. So if the big picture is outta control, that's when we're reordering our email folders or creating a nice filing system or whatever. So, uh, be really careful about that sense of, um, of sort of small picture thinking when you are scared of what the big picture is. And, um, I'll talk about, um, in a few minutes, just things that you can do that can really help you to regularly look at that bigger picture and, uh, keep yourself focused on the kind of wider goals. Um, and just one thing to very quickly say on agility is a lot of the old, uh, time management theories, a lot of the old time management books, we talk about the notion of multitasking as being almost like the holy grail. And what I like to, uh, contend with you is that multitasking is a myth, and it's also, um, not the thing to strive for. So what most people describe as multitasking is really switching rapidly from one thing to another thing. Very expensive for the brain. As I said before, there's a setup time involved with every kind of thing that you're doing. It's the reason that while you are, uh, not doing your expenses, it feels like opening Excel and doing expenses is just a really awful thing. But then when you're halfway through doing halfway through doing your expenses, it just feels like, oh, give me more. I wanna do as many receipts as possible. You're in that zone, you're in that mode. So, uh, really difficult to then switch out of it and do something else and come back to it and just suboptimal. So, um, think instead about monotasking doing one thing to the point of completion, then moving on doing the next thing. And that's a much better strategy for handling knowledge work and information based work. Um, rather than trying to switch from one thing to another, um, again, conscious that there's probably, um, uh, lots of times when you've got, uh, you know, uh, kids in a classroom who are really forcing you to multitask. Uh, so that might not be the, the best analogy, but certainly with kind of thinking based work, um, you know, trying not to switch too much and trying to monotask, um, much, much better way of approaching it. Likewise, I always only have, um, the thing that I'm working on, I'll have the paperwork related to that, uh, on my desk. Uh, and likewise on my screen, I'll try and not have, not to have too many windows open. Um, but like, you know, just thinking about monotasking in that kind of way, like physically, what, what am I seeing? What, what is gonna grab my attention in, in even the very smallest of ways? Um, and thinking about that really helps me to, to stay focused on what I'm doing. Three more to go very quickly. Um, so this is mindfulness and, um, when I first wrote Productivity Ninja, which was back in 20, uh, 20 11, 20 12, uh, winter of 2011, uh, I had lots of corporate clients and I was very worried about taking mindfulness, um, in this book back to these clients. And whether they would think I was just some, uh, hippie based in Brighton that was, uh, bringing stuff into, into business context that that really wasn't, uh, relevant to them. And I think there is, um, over the last few years, the opposite thing has happened, which is that there's now become this, um, almost saturation with mindfulness. It just feels like it's everywhere. And it feels like in a lot of the stuff that I read around business, it's almost seen as the, the catchall solution to every problem is just meditating a little bit more and you'll be fine. Um, so I think people can get a little bit tired about mindfulness. It's kind of, it's almost gone like full circle now. Um, I think that mindfulness is something that I, uh, certainly practice. It's something that I think has a huge, uh, benefit to knowledge work and huge benefit to clear thinking. It's also something that I don't think is necessarily for everybody. And I think there's other ways to, uh, really refresh your brain. So think about mindfulness more in terms of the things that just really focus your mind in a different way, uh, the things that put yourself in a different mental state. Uh, for some people it's like, you know, that flow that you get from chopping up the vegetables and creating a really amazing meal, um, can be the thing that just really takes you outta your head and gets you thinking in a different way. Um, for other people, it's walking in nature and, um, maybe it's singing or dancing or sitting quietly. So just think about those things that really stimulate a brain, move your brain into a different way of thinking. Um, I think that's a, a really nice way to approach mindfulness if you're not someone that wants to, uh, check out mindfulness apps and things like that. Um, if you do wanna check out apps and you haven't, um, recommend having a look at Headspace and Butterfly. Um, those are two really good apps around meditation. And one of the reasons I think mindfulness is so important is, um, we, we all procrastinate. And mindfulness really helps us to see, uh, what's going on in our brains and where that procrastination is coming from. Um, in particular, what the, the brain is doing around that is, um, we are, um, governed quite heavily by a part of our brain called the Lizard Brain. You may well have come across this concept before. So the lizard brain is the amygdala. It's the fight or flight part of the brain. It's the kind of human evolutionary part of the brain. We kind of, um, you know, uh, in, earlier on in our, um, evolution, we only had the lizard brain and we've kind of evolved all the kind of, um, frontal cortex, neo frontal cortex stuff, um, which gives us, you know, um, the ability to be creative and be much more rational, um, in this kind of, um, uh, front part of our brain, the amygdala is the bit right at the back. It's the bit that kind of looks a little bit like a chicken's brain or something. Um, and that part of the brain is really responsible for survival. And as a result, it plays a huge role in the way that we think about work. Um, 'cause it's the part of the brain that when we're about to stand up and give a presentation or about to, uh, press send on the report that we need to send to somebody that we know is gonna cause a little bit of ruckus, uh, whenever we're gonna do those things, we hear the lizard brain saying, don't do this. Hang on to this. Don't put this thing out into the world. And it's the part of the brain that really shines away from judgment, uh, from standing out. And really the instinct of the Liz brain is always to blend in and just, uh, play it safe in, in every kind of possible way. Um, but the e brain's very important. Um, we need to recognize that that part of our brain that really shies away from conflict and shies away from, uh, anything that might, uh, invoke judgment from the tribe, from fellow humans. Um, you know, we, when when we start to realize that those things are, uh, getting in the way, um, then that's where procrastination comes from. So recognizing that that's going on in the brain and starting to, uh, to kind of overcome those thoughts or think about it in a different way or, or give it a bit more rationality, um, is a really useful way to avoid procrastination. Um, but I think it's also, um, you know, once you start to be much more aware of this, this lizard brain idea, and you start to notice which part of your brain is doing the talking, you know, uh, most of the time in our kind of day-to-Day world, uh, when we are looking at to-do lists and things like that, it, it's a fairly rational kind of, kind of conversation with ourself. But anything that feels scary or difficult or uh, feels like the kind of thing that we want to avoid, that's where the lizard brain really kind of takes over. Kind of recognizing that actually in the end becomes a, a very powerful tool, um, for our own, um, abilities to create change. Because usually the lizard brain freaks out the most when it's the thing that's pushing the envelope a little bit. And, you know, creating a bit of an innovation or useful change, um, useful change has a cost, you know, which is that kind of sense of freaking out. So sometimes noticing that, that your lizard brain is doing that is, um, really valuable. 'cause what it allows you to do is kinda go, ah, the lizard brain doesn't like this. It must be a good thing to try. Uh, and the other thing about mindfulness, of course, is, um, sometimes we get so bogged down in the day to day and what we're doing that we, uh, fail to see how far we've actually come. Uh, so I think it's a really nice, uh, thing to, uh, you know, to, to do that little bit of cooking or walking or singing or dancing or meditation, whatever it is. Um, just to kind of reset the brain and give yourself that little pat on the back once in a while. Um, really nice thing to do on a Friday afternoon, just as a general, uh, piece of good practice is instead of writing the to-do list or as well as the writing the to-do list for the following week, write to a have done list or your tadda list and give yourself that kind of little moment of appreciation to say Yeah, did loads of really good stuff this week. Um, final two, um, preparedness. So I think, um, when I first started to get into thinking about productivity, um, I viewed people who had lots of folders with colored labels on them and all of that sort of stuff as being these kind of overly a**l, annoying people that I didn't wanna associate with. And I think as I've gone on and, uh, looked a lot more about productivity over the last few years, uh, written books about it and so on, I now kind of see preparedness in a very different way, which is basically giving your future self a gift. Um, so if you're not in an immediate deadline kind of mode, um, it really does well to think about preparedness and what can you do to make your life easier when you know it's gonna get busy in the future. Um, I'd like this to, you know, if you are sat at home and suddenly a surprised dinner party is sprung on you, it's happening tomorrow. Um, do you want to be in a situation where the sink is full of dirty dishes, there's nothing in the cupboards, or do you wanna be in a situation where everything's prepped and ready? And actually what you need to do is just put the recipe together pretty easy to know what you wanna do next. So, um, just giving yourself that future gift. And a really good way of doing that is, um, a thing that I use called the weekly checklist. So the weekly checklist, if you Google, um, think Productive, which is the name of my company, weekly checklist, think Productive Weekly Checklist. Um, you will find, um, a little kind of sample checklist that will show you this. But basically the idea is you, once a week, you do that kind of boss mode thinking that I talked about earlier. So you're looking back and forward on your calendar. You are like really looking at the projects that you're working on. Uh, maybe that's the particular modules or, or the class, uh, sort of topics that you're working on. And just making sure am I, uh, am I ahead on each of these things? What needs to happen next? You're generating what I call the next physical actions, the next things that you need to do over the next few days. Um, and just really kind of taking that step back and kind of working out where you are with, with each and everything, uh, that you are committed to. Um, and that could also be as well as the stuff you're doing in your, um, you know, professional life. It's also the stuff that you might need to do in your personal life too. So, um, with my staff at, I think productive, I encourage them every week to be thinking in their weekly review time about, okay, I'm at Best man at somebody's wedding, or, you know, we are moving a house, whatever. And actually managing those personal projects in the same kind of way. What are the next actions over the next week? 'cause one thing's for sure is that we have one brain. We take our home to work, we take our work home 'cause it's all in the same brain. So just knowing that you're on top of the other side of your life too, um, really helps you to stay focused on the work when the time is right to do that. Um, this slide has one very simple message, which is that, um, the most important thing we can do around preparedness for ourselves is, is to make sure we get the right level of sleep. Uh, think about how a lion operates, right? So a lion is asleep for 20 hours a day, and then that allows 'em to be peak performance and, uh, go and catch the gazelle. And then the final one is human and not superhero. Um, and I, I really hope and expect this one will resonate with you guys. Um, so I, when I got into thinking about productivity, I noticed that all the books were kind of written in this way that, uh, everyone had to be perfect. And they were generally, generally written by these people who consider themselves gurus and all the rest of it. And I think that if you do all of these, these, um, good practice productivity tips regularly, um, then what happens is you start to look a bit like a superhero. It kind of feels like, huh, Graham seems to know what he's doing and he's got these, these, uh, folders with nice labels on them and he knows what to talk about and he's prepped and he's ready and all this kind of stuff. What is his superhero power? Uh, and the the truth is that none of us have superhero powers, right? So, um, we might appear like a superhero, but actually we're all just human beings. And what that means is we are human beings that sometimes get things wrong, and we definitely need to give ourselves a break from time to time. You definitely wouldn't wanna have an operation from this guy, right? Um, but you know, actually it's a really valuable and important thing is to recognize that we are, we're all human. We're gonna make mistakes, we're gonna screw things up. And also that we need to nourish that sense of being human in order to be really good at the work that we do. Um, so really encourage you to think about how do you refresh your mojo? Um, are you someone who really needs to be going to the cinema once a week to just feel good about yourself? Um, are you neglecting those, uh, drinks with friends? 'cause it's the middle of the term and you just feel so overwhelmed. But actually some of the, some, some of those things really gives us, gives us strength for, uh, the following day. So, um, never, uh, never shy away from, I think, um, those things that really nourish you and give you energy. And, you know, uh, I think I'm so used to hearing from people that even just taking a full lunch hour or taking, um, you know, a proper time to get away from your desk even, uh, to go and have lunch, uh, you know, feels like a luxury. And these things are not luxuries. They're things that really power us and fire us, uh, through the days ahead. So, um, human not superheroes as much about saying we need to nourish, nourish our, uh, humanness and recognize the mistakes that we are gonna make, um, even celebrate some of those mistakes. 'cause actually, when we make a mistake, it's a real reassurance that we are not superheroes. And it's an assurance that all those other amazing things that we've done were done by humans. And that for me is what makes productivity and interesting subject. Anyway. Um, so, um, that's almost the end of what I'm gonna say. Uh, most of what I'm gonna say really is, is gonna be in the, um, the sort of, uh, q and a bit, which is coming right now. I'm loving the comments by the way that I'm just, uh, uh, seeing as I wrap up here. So I'm just gonna leave you with this one slide. Um, these are the nine characteristics of the productivity ninja. And really just leave that there so it can kind of, uh, maybe spark off some thoughts and conversations, uh, from you guys about how does this resonate and relate, um, to the work that you do. As I say, I'm not an expert on, um, the day-to-day, uh, activities and trials and tribulations of teachers. So, um, that's where you guys come in, so over to you. Okay. Um, so I've got a few questions here for you, Graham. Um, one of the first things that people said, and you did touch on it later on, so, um, just bringing it up again was you're saying how do you get things out of your head when panic really sets in? And I think for teachers it's that feeling of being really overwhelmed and that top down pressure and, and what do you do in that kind of moment when you're just feeling like o completely overwhelmed and not sure what to do? For sure. Um, so how do you get that out of your head when panic sets in? I think there's two answers to that. Um, one is it's really easy, and I do this exercise a lot with people in workshops. Um, when I'm coaching people, which is literally just sit to sit there, I use it all the little note lists that are like post-it notes, but they don't have the sticky on. 'cause I think the sticky gets in the way when you're doing this, but basically on post it are fine. But, um, yeah, just literally write one idea per sticky or per, uh, per note list or whatever and pile 'em up in front of you and then start going through. So again, you can google a thing called the Cord Productivity Model. Um, if you Google that, you get a PDF, um, version of it, but it's, it's in, it's in the book Productivity Ninja. Um, but then you just follow that kind of thinking process through and it will convert any single one of those ideas, whatever it is, into a project and an action. Or it will say, there is no project or action. This is just a thing that you're worrying about or whatever. So it's just a nice little kind of flow diagram that gives you that. But just getting all that stuff out of your head, um, you know, that that will take, uh, anywhere between sort of 10 and 20 minutes for most people. Mm-Hmm. Um, just sitting there and just kind of one idea per piece of paper just piled up in front of you. Uh, and then a bit of time to work through those. Um, but the other answer to that is, you know, it's like when the panic really sets in, what I'd say about that is try not to be in a situation where you need to get everything out of your head when the panic sets in. And the only way to do that is to have a, a regularly maintained second brain. So, because I have a really, so I use an app called Nos B to do this, um, mm-Hmm. And it's very similar to Trello, which someone mentioned. Um, but 'cause I'm doing that regularly, I never have to get everything outta my head. Most things are not in my head anyway. Mm-Hmm. Um, so when the panic sets in, I've only got a very small amount of work to do there. What's happening in the next two or three in, in the last two or three days that I need to add to that second brain Mm-Hmm. What do I need to do to get the second brain back up to date? Um, so that's the important thing is, um, I think like all of these kind of systems and structures and stuff, um, they start to gather cobwebs or gather dust if you don't maintain them and keep them fresh. Mm-Hmm. And the keeping stuff fresh is really about doing those regular weekly reviews that I talked about. That's for me, the time that I spend the most time in nos b the most time, uh, thinking strategically the most time thinking about my projects and thinking in that kind of boss kind of way. And if you're doing that, then um, it will actually halt a lot of that overwhelm as well. Yeah. Yeah. That's good. Yeah. I love Trello. I use Trello a lot and it's nice because you can be out in the supermarket and then something pops into your head and you can stick it in your app and it's done, and for sure you can, yeah. There's kind of a lot of spaces where you haven't necessarily got time to think things through, but you can put it down and then put it to a side and you're sort, so you can come back to it later. But I like that. Yeah. And you know, and the great thing about using an app to do that rather than pen and paper is so I can categorize my actions so I can have actions based on, so I have a little category order out and about Mm-Hmm. So I can actually use my app in the opposite way to that. It's like when I'm on, I find myself a lot in train stations with half an hour to kill before the train. Yes. And in my out and about it might say, oh, you need to go into m and s and buy this, or, you know, Mm-Hmm. Next time you find a stationary shop, buy that, you know, or look in the outdoors shop for this thing. And guess what, you know, if you're in a station, you'd be able to find any of those things in, in, in five minutes walk, so, Mm-Hmm. Uh, so that works really well. Uh, and then I can have other categories on there, like home, like in the office Mm-Hmm. And, you know, to kind of categorize what I'm doing. Yeah. You know, you, you guys could have in the classroom, in the staff room, whatever those things might be. Yeah. But really nice. 'cause then when I'm in the office, just show me the things I have to be in the office to do. I don't wanna see everything else. Mm-Hmm. And so once you've got that categorization back to the preparedness point, um, it's giving yourself a future gift. You know, when I'm in the office, here's what I can work on, here's what I can focus on. Yeah. And like, remove everything else. Mm-Hmm. No, that's good. That's good. Um, one of the things that come down is, uh, you were talking about that tactical hiding and that Yeah. Which we really like. Um, but obviously it's quite tricky to do as a teacher because everyone always knows you're gonna be in your class. Yeah. Um, yeah. So you're quite easy to find. Um, but one of the things that is a big pressure in school is that top down pressure from people above you. Yeah. Um, and it's kind of like you are kind of feeling that you're on track and then somebody throws another thing at you. Have you got any advice in terms of managing management and how to go about that? Yeah. So again, the thing I'd say about this is if you've got a really good second brain set up and within that you've got, here's a list of all the projects that I'm working on, here's all the actions that relate to that. Um, it makes it a very different conversation when someone from management comes and says, Hey, here's another thing that I'm gonna chuck on you. Mm-Hmm. Um, so when that happens, we're all in this slightly subjective, slightly awkward, uh, situation where, you know, often really the subtext is the manager saying, are you gonna step up? Are you reliable? Are you gonna be a superhero? And we all wanna be all of those things, right? Mm-Hmm. So we buy into the lie in that moment and, uh, take on too much, but we are all only human. Mm-Hmm. So what we need to do is have a much more objective conversation, and if you've got a really good list of projects and actions, you can almost flip that back to them and say, here's what's on my plate now here's the stuff I'm dealing with. Mm-Hmm. Where does this new thing fit in? Tell me what you need to, uh, you know, what I need to drop in order to make this happen. Mm-Hmm. Tell me where this new thing fits in terms of its priority compared to everything else. Much more objective conversation than, you know, that sort of conversation about judgment and stepping up and being a hero. Mm-Hmm. Yeah. Um, so I think that's a huge thing. You know, um, so Peter Drucker, the management guru, has this phrase of what gets measured gets managed. And I think when you can start to measure and see in front of you and have the data around what's on your plate, it's a much easier conversation. Mm-Hmm. Yeah, that makes a lot of sense actually. Um, one of the things that people were talking about in the chat was guilt. Mm-Hmm. And I know this is a big issue, and I know when I was teaching, I used to just feel guilty when you were watching tv. Like if you weren't working, you had this big pile of work behind you. Yeah. And when you were trying to switch off, like my flatmate used to laugh, and he used to say that I had something called Old lady, old lady Face Friday. I had, and I used to come and I'd sit on the sofa on a Friday and I'd just do old lady face for about four hours, like at the end of a week. But, but it's that kind of guilt and that that knowledge of knowing that that works there all the time. And I think some of that, like you were saying, is probably gonna be taken off you by getting out of your head a little bit. But have you got any advice about how to deal with that guilt? Um, well, I would say reframe it. So, you know, for me, you know, recognizing that preparedness is important, recognizing that refreshing your mojo is important, sleep is important. Mm-Hmm. Downtime is important. Uh, having your brain in a, in a different mode or different place or way of thinking, you know, really important to recharge. So I think recognizing those things, um, certainly for me, it allows me to see some of that time as an investment in tomorrow. Right? Mm-Hmm. So rather than just like four hours of I'm wast you know, like the self-talk that we have, you know, the stories we tell ourselves is so ridiculous. You know, I'm wasting four hours, um, you know, uh, doing, watching this, this completely ridiculous TV show, um, you know, when I really should be doing the reading that I need to do for tomorrow, whatever. Yeah. Whereas actually turn that around to say, I'm investing in myself here. Mm-Hmm. I'm helping myself to be more prepared for tomorrow. Mm-Hmm. And also actually, I don't have the energy to do Mm-Hmm. That preparation for tomorrow. I think, you know, it's exactly the same situation. Uh, nothing's changed other than our relationship to Yeah. Uh, that information and how we kind of see it. So I think for me, like trying to reframe those things, you know, is, is, is really vital. Mm-Hmm. Um, and I was just gonna also mention this, um, it was a study done a little while ago. So the very famous study, um, about productivity that in, in the industrial age that really defined the nine to five way of working, uh, was Henry Ford's study called Ford on Productivity. Mm-Hmm. And what that really identified was, okay, so people can work Monday to Friday and then we need to give them two days off. And if we do that, that means on Monday they'll come back, uh, you know, much more prepped and, you know, energized again and ready to go. And if we do that over a longer period of time, we avoid burnout. And that was really the kind of birth of, of the nine to five. Um, and what it found was that there's a law of diminishing return. So after 37 and a half hours after 40 hours, we, we tend to produce much less per hour, you know, just physically Mm-Hmm. And if you think about that conveyor belt thing, you know, uh, you're just too tired to really do the work at the same kind of pace. So why put people through that? And the follow up study that was done more recently was, um, forward on productivity in knowledge work. So exactly the same premise, where is the law of diminishing returns? And instead of it being at 37 and a half hours to 40 hours, which is, uh, what it was in, in the industrial age, um, kind of economy, in the knowledge work economy, our law of diminishing returns is 30 hours. Mm-Hmm. So when you think of it like that, if you are not absolutely obliterated tired by Wednesday afternoon, um, then actually you're probably doing something wrong. So when you think about it in that way, um, for me that leads to two things. One is, uh, the rest time and the investment in that preparedness is vital. Mm-Hmm. Um, the second thing it helps me to think about is the hardest stuff I need to do in my week. I need to do at the start of the week. So I have Al Al also have to kinda think about my attention on a kind of weekly basis. I have more hours of proactive attention on Monday, Tuesday, Wednesday than I would ever have on a Thursday or Friday. So, mm-Hmm. Just thinking about it in that way, save the admin up for Thursday, Friday and do the much more difficult stuff earlier on in the week. That's good. Um, Charlotte saying, Hey, I used to work with someone who went to bed at six o'clock on a Wednesday. Yeah. Get rid of the meeting. I can relate to that. I can totally relate To that. I would quite like to do that. Yeah. Yeah. Why not you, But also like, why not once in a while? You know, it's the whole thing again about rules and, um, you know Mm-Hmm. Uh, like I, I, I really enjoyed my year of extreme productivity experiments that included the dice experiment. And yeah, I did an experiment about around meditation and stuff, and I also did a couple of experiences. I did one called flipping the nine to five where Mm-Hmm. Instead of working nine to five, I worked five till nine. Yes. I did that 5:00 AM till 9:00 AM I also did it 5:00 PM till 9:00 PM Mm-Hmm. Uh, something really, it felt really naughty. Yeah. When I worked five till 9:00 AM and I clocked off at 9:00 AM it was like, whoa. Like I'm, yeah. Kind of weird rebel. But actually I've done four hours of really focused work. Yes. And in a typical day of nine to five, I might not do four hours of, of really focused work. So for me, you know, it's really interesting testing those, those self-talk assumptions that we have and the stories that we tell ourselves, um, are often the things that are leading to guilt in the first place. You know, and if we, if we really just feel beat one day, like going to bed at six or seven or eight, as as, um, Natalia is saying that that's it, you know, for me that's like, uh, why not? You know, in those situations if you don't have any, uh mm-Hmm. Any other responsibilities or places to be. Right. Yeah. It's true. Well, after listening to you, um, speak when I came to see you, um, I flipped my day a few weeks actually, and did evenings and worked evenings. 'cause I do a lot better work in the evenings. Cool. Yeah. And then just slept in the mornings and it was lovely just to wake up and not set an alarm and to get up a little bit late. Sorry, teachers saying this, Sorry for who just cannot do that. Sorry, Sorry about, but, but yeah. But did you feel guilty about it at the same time? Um, I did to start with, yeah. But after doing new speak, I was like, no, I'm getting stuff done and I'm still doing the same amount of work and the hours and putting it in. I'm just doing it in a different format. So Yeah. And it actually worked for me to do that. And I try to mix my days up sometimes now, so, so yeah. Nice. But yeah, but I know as a teacher then, I often used to catch up on work in the evenings, so it would be kind of like a Saturday night, which, which isn't good and I don't recommend anybody, but, but I often got a lot more done that way. So people just working in different ways, don't they? Yeah. You know, and I think, um, so my company think productive, we work a four day working week, so we work Monday to Thursday, and part of that is about recognizing that that forward on productivity and knowledge work study that I was just talking about. Yeah. But partly it's just sort of also about giving, giving our people more flexibility. Right. So, Mm-Hmm. I think, um, flexibility in terms of the, the mainstream working world is definitely something that is, um, on people's agenda. Yes. But I think it's, um, something that there, there's a lot more that we could be doing that we're not, you know, I think it's actually still Mm-Hmm. Pretty stuck in a, a sort of nine to five dark ages way of thinking with only a few changes around the fringes, really. I think there's a lot more to come, so, yes. You know, for me, the more we can start to think about, um, outcomes rather than the inputs and outputs and, and really start to think about, uh, not feeling guilty if we're not working in a kind of mainstream, uh, kind of way. Uh, mm-Hmm. The better, I think. Yeah. That's it. Italia saying she agrees, so, yeah. Yeah. Um, one of the things that, um, you mentioned was about supporting each other, and I know in schools it's sometimes quite difficult because, um, a teacher may have a team of staff that they support and work with. Yeah. Um, but there's a real expectation in terms of from the head and the leadership in the school, that those staff are, uh, very much focused on the learning outcomes for the children, developing learning, and that every minute is valuable. And I think sometimes there's, um, a kind of a place for sitting back and reflecting and like you said, supporting each other and saying, I'm gonna go back and do this. Can you keep an eye on things? Or, but how do you kind of swing your management on thinking this way? And what's your advice for maybe helping teachers speak to their management about just kind of like supporting the team and that kind of like you talked about meditation and mixing things up and just Yeah. Any advice you've got in terms of getting these messages, messages back to school. Yeah. Well, let me break it down into two ways. So in thinking about that from the very specific, um, angle of productivity Mm-Hmm. And people taking on productivity habits and, and, and this kind of way of thinking. Um, I think once managers see somebody modeling that, and once colleagues see you modeling that, what tends to happen is people get curious, oh, what do you, your inbox isn't zero. Oh, you're doing this, you're doing that. And, um, once that starts to happen, people get curious. They, and they start to pick these things up too. So I think in a productivity sense, what tends to happen is there's a little bit of kind of learning by osmosis here Mm-Hmm. And sort of changing the culture slowly, sort of one person at a time, but you know, it kind of has that little kind of viral effect on people. Yep. And so I think that's definitely, um, you know, part of it. And then when managers start to see you, uh, you know, really delivering on time and coming up with, 'cause guess what, you know, when you make time Mm-Hmm. For more strategic thinking and more planning, you tend to come up with better solutions to things that management care about as well. Mm-Hmm. And I think the same is true of, you know, if you are, if if what you're trying to do is manage up to your management around, you know, particular innovation or change that's gonna help things Mm-Hmm. Then really the way to approach that, something I've always tried to do, you know, and I've sort of worked to as chief executive and senior manager in charities and things like that before as well. You know, for me it's always about like, what do those managers, or what does the board, or whoever the governors, whatever it is, what do they care about, you know? And so, um, fitting the thing that you want to do into the language that, um, you know, that those people are kind of talking about. So just a really kind of basic example of that. Um, so I was on the board of a charity called CenterPoint for a long time. Mm-Hmm. Uh, youth homelessness charity. And when labor were in power, uh, we would frame all the stuff that we were doing around, uh, helping, uh, to invest in young people to give young people's welfare on top of the agenda. Mm-Hmm. All these, we'd, all our messages would be about the welfare of young people and looking after people in fairness and all this kind of stuff. Yeah. Um, the same programs and the same, uh, initiatives when the Tories came into power, it's all, it's all completely about helping young people to, to take responsibility for their own lives and Mm-Hmm. Helping young people to get a home and a job and, you know, so it would, it was exactly the same program, but the narrative would really shift because we know who it is that that sort of holds the purse strings and what do they care about most and mm-Hmm. So even just thinking about those kind of value judgements that, you know, what is your, what are the values of your head teacher or the values of the, um, governors or what's the council trying to achieve? You know, whatever those mm-Hmm. Whatever those kind of, um, uh, sort of points of judgment might be. What do they care about and how can you, um, you know, either just simply reframe or even slightly tweak Mm-Hmm. The thing that you're doing Yes. Kind of fit most within that. Yeah. And actually schools are very, very good at thinking about the wellbeing of the children Yeah. But not always thinking about the wellbeing of staff. Yeah. And I think that, that ultimately what we want to get from schools is children that are happy and secure and confident and learning, and they're gonna do that best when the teachers are happy and not stressed, so for Sure. Yeah. Yeah. So, again, you know, um, anything that you're doing that invest in your immediate team. Yes. Um, if you can start to see how that has an effect on the children in the classroom Mm-Hmm. You know, I mean, that's just All good E exactly as you said there, you know, it's like that is how, uh, children are gonna have those better experiences Mm-Hmm. And, and better learning. Yeah. So like focusing it and reframing it in that kind of way. Yeah. Huge. Yeah. Um, Charlotte's asked a question, she said, um, I'm the lizard brain that struggles with directing others. So do you have any tips on directing the team? There's lizard brain, so I'm presuming Charlotte, you can continue typing to clarify if you want to, but I'm just presuming that that question is about your lizard brain is saying, oh, I don't wanna have to, uh, boss people around, or I don't want to have to, uh, confront people or whatever. So again, you, that lizard brain kind of gives a lot of that self-talk. So, um, uh, type in there if I'm completely off the mark with that, but I would say that often one of the, uh, one of the easiest strategies around lizard brain in these situations, we tend to have that thing on our to-do list, need to talk to Colin about the thing. And it's like a difficult mm-Hmm. Uh, conversation. So what tends to happen is that stays on our to-do list for days, weeks, even months, and we don't do it. So sending off the little one line email that says, Hey, Colin, uh, you know, can we, uh, sit down next Tuesday? Um, suddenly you now have a deadline in someone else's world. And then there's lizard brain can't hold onto it any longer because Mm-Hmm. Well, it's happening now. Um, so the lizard brain doesn't have any bargaining power when you do that. So anything that you can do that just, um, sort of like produces the commitment, um, before the lizard brain's really ready Mm-Hmm. Will actually just kind of force the lizard brain's hand and, and you'll have to start thinking about it differently. Um, the other thing that I would, um, really recommend doing is taking that problem or that thing that you are worried about and just writing down, um, in kind of freeform consciousness. You know, I'm worried about Colin, I'm one, you know, whatever it might be. Mm-Hmm. I dunno who Colin is, by the way, but, uh, he's having a hard time. Yeah. Uh, but you know, just writing it down and almost like, um, so there's a, another book, um, which is really worth, um, having a look at called, um, the Chimp Paradox. Mm-Hmm. Uh, and it's a book about, it's essentially about sports psychology and motivating Olympic athletes. And, um, his idea of the chimp is very similar to the lizard brain. He talks about taking the chimp for a walk and, uh, exercising the chimp. And so what he says is like, the chimp gets tired after a while. So just writing all those things down, when you look at it, you go, oh, I'm glad I don't have to think about that in that way again. And also, it's ridiculous, you know, when you really look at it. Um, but you have to almost like give it that exercise and, and, and humor it a little bit, um, in order to kind of get it out there. And, um, I used to do a practice, um, when I was sort of first starting writing. There's a, a really nice book called The Artist's Way, um, by Julia Cameron. And it's all about creativity. And one of the things, um, she suggests as a kind of creative discipline is you write three pages of a four, um, just free, free hands who just kind of writing every morning. And the idea is it just kind of gets all the gunk out of your head. And when you look at the things that your brain comes up with, particularly first thing in the morning when you're a bit groggy, it's like, I'm scared about this and oh, that thing, oh, I'm annoyed about that. I'm angry about my, what my mom said yesterday. And you get it all down onto paper, suddenly your head is way clearer. Mm-Hmm. Um, it's amazing what's in there. And you can start to confront that and work on it and whatever. It's almost like a little mini counseling session. Mm-Hmm. Um, you know, but you know, thirdly, you can do something about what you're seeing there. So it's, it's a really nice, um, I would sort of, um, frame that as a mindfulness practice too. Right. So just Mm-Hmm. Three pages of a four. It's called the Morning Pages. So if you google Julia Cameron morning pages, you'll probably be able to find some nice YouTube, um, stuff with her explaining it. But it's just a really nice kind of, um, discipline originally for creatives, but I think it's a really nice thing for, for anyone to do. Mm-Hmm. Yeah. And actually it does take a lot of your head space when you have problems like that. It's massively, Yeah. Yeah. It's, it's one of those things that you don't realize it until you start doing an exercise like that Mm-Hmm. And you're like, whoa, what was I carrying around? You Know? And then Yeah. Where did that come from? And it's also why I love productivity as an area, because I think, um, you know, if, if what I was doing was concerned with the productivity of robots or machines Mm-Hmm. Well that's really easy. And it's just an if then kind of Mm-Hmm. Uh, you know, sort of scientific experiment, the productivity of humans. Of course humans are really weird. Yeah. We're all weird. Yes. And, um, you know, recognizing that we can do amazing things even though we're weird. Mm-Hmm. And despite our weirdnesses, I think for me is one of the things that makes productivity, um, a really interesting thing. Mm-Hmm. Cool. So it's coming up to nine o'clock. Um, I just kind of wanted to leave off at the end with one of the comments that you said about, um, teachers remembering to do that have done lists and think about all the great things that they're doing. Yeah. So, yeah, I think it's really easy just to forget to celebrate all that good stuff. And, and actually in terms of you saying that we're kind of not super humans and we're not superheroes and, um, but, but yeah, there's a lot that, that teachers are doing, like a lot of stuff that teachers are doing. And I think the things that they're juggling and the stuff that's happening in schools and the pressures that they've got on them, I think, I think they pretty much are superheroes, so Yeah. For Sure. Yeah. Um, so my little boy's five and, um, his, his teacher is an absolute superhero, and I have mm-Hmm. Just huge respect for the work that teachers do and also just kind of how difficult it's and what they have to manage. Mm-Hmm. Uh, my kid has a, a statement of specialty ed educational needs as well and, um, EHC, so I kind of know, um, all the extra admin that Yeah. Uh, she's doing on his behalf. So total respect to you guys. Um, and just a couple of things just to finish with Mm-Hmm. So, um, if you wanna find out more about the book, um, the main book I would suggest to check out is called How to Be a Productivity Ninja. That's the one on the screen there. Um, go for the green one, not the purple one. Mm-Hmm. Amazon sells both, but the green ones the newer edition. Mm-Hmm. Um, my company is called Think Productive, so if your school are interested in bringing someone in to, um, help with productivity and all that kind of stuff. And we have worked with a couple of schools, uh, going in and doing the sort of training day, um, type activities. So Mm-Hmm. Um, just drop us line, um, think productive, uh, dot co uk is the website and you'll find more there. Um, and I have a podcast, as you mentioned at the beginning called Beyond Busy, where I interview people who, um, are interested in productivity, work life balance, and how they define happiness and success. So kind of wide ranging conversations with interesting people on, uh, that kind of stuff. Um, contact me on email or through Instagram and Twitter and the details are there. Mm-Hmm. Yeah, we had a message today actually on, um, Instagram, uh, from someone when they saw that you were gonna be on saying that you'd pretty much revolutionized the way that they did everything in school. Ah, cool. Well, that's always good to hear. Oh, thank you. That was good. And the last thing to say is that I did actually have a head teacher, uh, from school on the last one of these that I did. Mm-Hmm. Um, so I do these masterclass events in London, um, at the Business design center in his LinkedIn, uh, next one's the 28th of June. Um, and it's basically a full day where we do all the practical stuff around this. So I, I say to people on the, um, uh, invite thing, bring your phones, bring your laptops Mm-Hmm. Bring all the paperwork and we'll just get it all under control, uh, during that day. So the next one's Friday, the 28th of June. Uh, and you can find details on my website, which is graham cock.com, uh, slash masterclass. Um, or if you just go to the Eventbrite website, um, which I'm sure, um, a lot of you'll have come across, just type my name into the search bar there and you'll find details of the event. So it's a masterclass on the 28th of June. And that's me. Lovely. Big thank you. It's been really good tonight, so, yeah. Cool. Yeah. Pleasure. Thank you, qua. It's been really, really, really thank you for coming out. So, And, and like I was saying, just huge respect for the work that you guys are all doing. Uh, you're all, uh, superheroes as well as human in my book, so thank you. Yes, That's true. So yeah, we've got lots of people saying that. Keep telling the heads we're human, not superheroes. Yeah. So, no, it's all good. But yeah, thanks a lot. Okay, pleasure. All right. Have a good evening everybody.