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The Value of Friendship at Work | Morag Barrett

The Value of Friendship at Work | Morag Barrett | 478

Look up, show up, step up, the three keys to being a friend at work.

An interview with Morag Barrett that originally aired on November 30th, 2022, as part of our Leveraging Thought Leadership Live series on LinkedIn.

Statistics have shown that productivity and results go up when you work with friends.
If you feel you don’t have a friend at work, ask yourself the question, “Am I being a friend to others?”

Today, I’ve invited Morag Barrett to discuss why we need friends at work and how her book, You, Me, We: Why We All Need a Friend at Work (and How to Show Up As One!) is helping people not only make friends but learn to be one as well. In addition, Morag is the Founder and CEO of SkyeTeam, an award-winning global leadership development firm.

Writing a book by yourself is a hard task – but, does having co-authors make it any easier? Morag’s newest book is co-authored by Eric Spencer and Ruby Vesely. Morag shares how working with them for eight years shaping the philosophy and thinking turned the book from a piece of work into a true craft – and they made writing together an easy choice and an enjoyable task.

You, Me, We discusses the three points you need to be aware of in order to have friends at work. Look up, show up, step up – which all come down to intentionality. Morag shares how we all rely on others for our professional success. It doesn’t matter if you are part of a small team, large group, or even working remotely. You have to be aware of those you rely on, how your feel in their presence and how they feel in yours and intentionally work to create a positive relationship one conversation at a time.

You, Me, We is Morag’s newest book but not her first. Having written books 8 and 5 years ago, she shares what has changed and what has stayed the same. We learn how the difficulties of writing, launching, and selling, remain just as hard, but technology such as podcasts and live streams have made marketing the book easier. These new technologies allow you to have conversations from the comfort of your home – while reaching large, new audiences.

Today’s conversation is packed full of advice for professionals seeking to have more positive work-place relationship, for authors about to launch a book, and for anyone that has a book seeking new ways to scale their content.

Three Key Takeaways:

  • Instead of asking “Do I have a friend at work?” flip the script and ask yourself “Am I a friend to others at work?” Be intentional and take the first step towards building relationships.
  • A business book is a great way to augment the work you are already doing as a speaker, consultant or coach.
  • Keynote speaking can no longer rely only on entertainment. You need to be engaging and interactive for both the live and virtual audiences.

If you need a strategy to bring your thought leadership to market, Thought Leadership Leverage can assist you! Contact us for more information. In addition, we can help you implement marketing, research, and sales. Let us help you so you can devote yourself to what you do best.



Peter Winick And welcome, welcome, welcome. This is Peter Winick. I’m the founder and CEO at Thought Leadership Leverage and you’re joining me on the extension of the podcast Leveraging Thought Leadership Arlington Live series today. My guest is Morag Barrett. She is the founder and CEO of SkyTeam. She is the author of Cultivate Power Winning Relationships and the Future Proof Workplace. And she’s got a new book out called You, Me and We, which I didn’t do all my homework on time, but of I got part the way through it and liking it. She is in the MGE 100 and I can go on and on and on, but I’d rather just talk to her than tell you how great she is. So welcome aboard today, Morag. How are you?

Morag Barrett Well, thanks, Peter. And good news. I’ve got your back so I can answer any questions you have on You, Me, We. I’m just grateful that you have a copy and that you’ve started reading it, So I am looking forward to the conversation today.

Peter Winick Yeah. So couple of interesting things about this book. One is you wrote the first book, that one took off really nicely. Now, this book. One of the first things that I noticed and it might be because I’m sort of a book nerd, is oh, three authors. That’s usually either the best of times or the worst of times.

Morag Barrett Yeah.

Peter Winick So tell me what that was like.

Morag Barrett It was fantastic. And it’s interesting because my first book I wrote on my own, you know, with the keyboard and a team of advisors. The second book, The Future Proof Workplace, I upped the ante. Well, I was invited. Dr. Linda Sharkey invited me to coauthor that one with her we didn’t want to do. And then you’re right. Here we are with You, Me, We – three authors, my colleagues, Eric Spencer and Ruby Leslie. And to be honest, it made it easier. It also made it harder, but it also made it easier because we’ve been working together for more than eight years, ten years in the case of Eric. So they’ve helped shaped our thinking and philosophy that comes from Cultivate. The two books are connected and so weaving and not including them just didn’t enter my mind. So we are the role models for You, Me, We and also sharing our experience with the leaders that we work with around the world.

Peter Winick Yeah, So I want to you and I were chatting a little bit about this before we went live back in the whatever the virtual green room. So I want to sort of go here for a moment. So typically one of the things that I see with great pieces of thought leadership is there’s the evergreen stuff, the principles that are in the book that will be true regardless of whether the stock market goes up a thousand points or down a thousand points or in a recession, whatever the things going on in the world, maybe a pandemic or something like that, they happen every now and then. Right? So and then there’s things that are happening that make a piece of work or a piece of thought leadership more in demand or less in demand or force us to rethink about the bridges to the reality of what’s going on today. So as I was sort of starting to get through, you mean we I’m like, this is really interesting because part of the topic that you’re touching on is sort of best friend at work, right? This and by definition best friend of work. When that work came out, what is that, 15 years ago from Gallup? Yeah.

Morag Barrett About 15, 20 years.

Peter Winick We didn’t have to debate what work meant, right? The implication was, oh, at work was that office building downtown and you and I are cubby mates or from the third floor and on the we’re on the eighth floor. We’ve defined the redefined, I should say, at work in this post-COVID phase. How has that impacted the best friend at part which is which is your piece.

Morag Barrett Well I think both of those are still up for debate because Gallup talked about the fact that when they first introduced that question as part of their engagement research and it’s question ten, do I have a best friend at work? And they continue to and did back then get pushback because it was too touchy feely. And what the heck, This is a workplace, no time for emotions. I remember being told that my finance career ridiculous. And yet they can show from their research there is a huge correlation between the ability to say, Yes, I have a best friend at work and productivity and results. But what I’ve noticed over time is that the research has continued to go deeper. It doesn’t just make a difference in our work lives. It makes a difference to our health and our overall happiness with life.

Peter Winick Okay, So research is is further validating that. And I think it was Tom Rath book was right best friend at work. I’m off of that right. So he was sort of the beginning, the conversations here, the context was easier that, hey, if you and I are best friends at work, let’s make sure we find the time. Let’s let’s have lunch together. Let’s go for a cocktail. It like the way that we did that was fairly easy, right? And then there’s a whole piece on how can I support you? How can you support me? Whatever. How do we even find the bandwidth? I mean, we’re living in a time right now that’s really fascinating. I know people that have been recruited started and left a role. All during COVID, where they never physically were in the same room as a coworker or read with a coworker. And I’m like, That’s actually frightening yet fascinating, right? So how do we do the friend piece when we’re not at work in the way that we used to be now?

Morag Barrett Well, so you touch on so many things here and you’re right. And in the book we talk about a three step process. Look up, show up, step up, and it all comes down to intentionality. So we wrote the book because Cultivate the Power of Winning Relationships provides a language and framework for understanding who am I dependent on for my success and what is the health of that relationship? Allies through to adversaries. I’ve seen it transform teams and organizational cultures. Huge reaction to it. But we were also consistently asked, to your point, well, first of all, how do I show up as a friend at work? How do I show up as an ally, especially if somebody else is pushing my buttons? So that’s what we answer in you, me way. And whether you’re a solopreneur or as I was 16 years ago, or you have a team or you’re in a team of a thousand, whether you’re working from home or in a cubby or an office next to somebody else, you are dependent on others for your success. So step one is whether you’re sitting at your bedroom desk or your office desk. Take a moment to look up and think, Who am I dependent on for my success and how do I feel in their presence and how do they feel in mine that is going to give you the clues as to where you need to direct your attention. And then the how we do it, whether it’s through the camera or in a three dimensional coffee shop, really doesn’t matter other than you need to now follow through and think about how do we do that?

Peter Winick I would push on that a little bit in that the how matters because we have to be more deliberate, right? Yeah. To say, hey, Tuesdays we do lunch. That’s we don’t need to think about it. But it’s like most people’s days are pretty scheduled. We’re on Zoom, whatever. If we were best friends at work, we’d have, you know, let’s, you know, let’s say 830 Tuesday morning. Let’s make that our time. We’re like, we’ve got to find the time. So I make each other available.

Morag Barrett Agree. So it goes back to my comment about intentionality. And I encourage my leaders to do schedule spontaneity. And it comes in two forms. You know, it might be on a Friday before you log off on the day. Is you that Rolodex spin and just send a message. Hey, Pete, I was thinking of you. I hope you had a great week. It is about thinking about how your hosting your meetings on Zoom. One of the things I hear consistently is we’re in back to back Zoom meetings. Don’t even have time for a bathroom break at home. I mean, that’s just madness. But I know I’ve been through it myself. And invariably when we get onto the Zoom call, it’s straight down to What are you doing, Peter, with that project? What are you doing? What are you doing? It’s taking a moment back to reinsert the watercooler conversations, the transition conversations as you’re walking through the office and checking in on how are you doing and here’s what you’ve promoted.

Peter Winick Because I’ve been around with this idea for a little while, and then I’ve been calling a genderless Ms.. Right? So it used to be that hallway time. If I bumped into you on the way to the coffee room or something, we didn’t have an agenda, but like, Oh, great to see you. Hey, you know what I’m like, We would immediately fill it with something engaging and fun and, Oh, you know what? As long as I’ve got you, Whatever. But like you said, every Zoom meeting, here’s the six people that will be here for 30 minutes. And we’ve got to get through this. And people tend to be more punctual now than they did in physical meetings, meandering in and out, because, you know, you can’t make the claim you were in the elevator and all that sort of stuff. But it’s like you said, it’s like lights, camera, action, there’s an on button and straight.

Morag Barrett On.

Peter Winick And none of that stuff that happens even at the end of a meeting. Hey, can I grab you and let’s go walk down the hall together. So you’ve got to create those opportunities.

Morag Barrett You do.

Peter Winick It’s energy, you know.

Morag Barrett It takes energy, but it takes thoughtfulness, because what’s at risk if you don’t? And our research has shown that 20% of leaders who’ve completed our ally mindset profile say that they have no friends at work, not even one. And 67% of the leaders who’ve completed the ally mindset profile are saying that their success has been undermined by the words or actions of a colleague. So think about that. Results are being impacted not just at a business level, at a team level, but at an individual level.

Peter Winick Yeah.

Morag Barrett And you can’t sit back and I’ve tried it. The psychic approach of willing others to change or again, I’ve tried it, the passive aggressive. Let’s drop some subtle hints and hope they get it. The only change you can affect if you want to have a friend at work and you do need them, then you need to be a friend at work. So you have to go first, one conversation at a time.

Peter Winick And that was the next point I was going to make from the book is where you build on the gallop question, which. Basically just asked, Do you have a friend at work? Yes. No. Period. Right? Yes. Those percentages. You sort of flipped it and said, well, are you that friend? Because if you’re not that, yes, therefore you don’t have it. But the but the onus is on you. It’s not that I’m surrounded by jerks. Why can’t you start the friendship? And by the way, you know, the other piece is the friend. Word is a word is an interesting word. Right. Like we’re friends on Facebook. We’re friends. You know, like it has been redefined in the context of work. Doesn’t necessarily have to be parallel with your best friend from, you know, when you were an undergrad or you went to grade school with or your neighbor. Right. It’s there are different meanings to the word. Different nuances.

Morag Barrett Asians There are. And it goes back I mean, Dr. Bill Freeman has just put a comment here that says what we do is as important as how we do it. And I couldn’t concur more. And I’ve seen too many leaders who focus on what we do and how we organize but aren’t as vested in the who we are and how we relate. And if we aren’t deliberate and thoughtful, that’s when the miscommunications can happen, the feeling of disconnection. And therefore, why am I surprised? The why is anybody surprised when you see the great resignation or quiet quitting if I don’t feel like I belong, if I don’t feel like you care about me and our success, then I’m going to give you just enough. I’m not going to go the extra mile. And the way you do it is by being able to define what does it mean to be a friend at work or an ally, whatever language works for you. But moving from the reactive of Do I have a friend at work? No, because Peter got the promotion or the glossy project I wanted and moving it and reframing it as a proactive. Am I a friend at work? Which allows me then to go first and show up in the right way to ensure your success? My success, and therefore we’re better together.

Peter Winick So two things I want to hit on. One is I think quiet. Quitting, quite frankly, is just a rebranding of actively disengaged. I think it’s I don’t think there is anything new about quiet quitting other than it’s a slick, sexier way of saying, are you disengaged? Right. Because people are throwing this this phrase and this terminology around. It’s like, oh, it’s a new concept. The great resignation is a new phenomena, from what I can see. Right. But quite quitting to me. Maybe it’s just me griping. It doesn’t I don’t think that’s a new thing. I think it’s a new wave, a new iteration.

Morag Barrett I wrote a tirade against it on LinkedIn, which people can go and look at. And what I don’t like about the phrase quiet quitting is it actually is portraying employees, all of us, in a poor light. And when you actually look at what quiet quitting is, is doing the job description and not going the extra mile. Well, the job description is what you’ve actually hired me to do. Why should I be penalized just because I’m not going the extra mile? So I believe yes, you’re right. It’s similar to an rebranding of but the great resignation, two years of sitting at home. And again, I was reading an article recently where employees were reporting that nobody had called in the last two weeks just to check in on how they were doing. Right. And that is such a simple first step. Make a reminder on your calendar. Use it at the beginning of your meeting, like I said earlier on. But closing gaps in months, right.

Peter Winick Carve out 30 minutes a week, catch up and figure out who just if it’s not on the calendar, doesn’t happen.

Peter Winick If you’re enjoying this episode of Thought Leadership Leverage, please make sure to subscribe. If you’d like to help spread the word about our podcast, please leave a five-star review at and share it with your friends. We’re available on Apple Podcasts and on all major listening apps as well as at forward slash podcast.

Peter Winick So I want to go to the book, but I want to go to sort of a different path if we could. Okay. So the book has been out now six weeks or something like that, right? And you’ve done all the things that I see all my friends do the right books. You’ve got your friends supporting it, everyone you can sort of pushing it. What has been different because there’s been, what, eight, ten years since the last book.

Morag Barrett Five since the Futureproof workplace, and eight since Cultivate came out.

Peter Winick Yes, you’ve got eight, five and now one same. And what has been different as you launch now your third, your third book.

Morag Barrett What has been the same? Well, it’s still a left. I mean, you talked about writing with coauthors and even the nuances of, well, how do you write? You write in a third. Yeah. Voice on how do we differentiate? Because it gets very clunky very quickly. Thankfully, we’re able to work that out. The same is that writing the book is hard. Getting ready to launch a book is hard, selling a book is hard. Getting people to write reviews online is hard.

Peter Winick And that’s what I’m talking about. It’s more the… I mean, everybody thinks the hard part about a book is writing it. And it is until you’re done writing it and you now have to go into like.

Morag Barrett The book life of.

Peter Winick Your book, which I think most people would agree, it’s far harder to actually unleash the book and get it out into the wild and all that. So that’s where I was going. What are you what are you seeing that’s similar? What are you seeing that’s different?

Morag Barrett And what’s different is podcasts. So conversations like this, we’ve done a lot of those. And what that has done is obviously I can do it from the comfort of my home office, right? And unlike in the past with Cultivate going on the road and doing a bit more of a traditional old traditional book tour as was and the speaker circuit, the advancement of technology and all of us to be more receptive, to sit and listen to a podcast or watch some of these live streams just gives us access to a broader range of folks that might not otherwise have got there. And I think what’s different from us is we have a thriving leadership development practice. So the book is augmenting the work that we’re doing. It is part of the package as opposed to some authors where it might be the lead point of introducing them to the world.

Peter Winick Well, we’ll touch on this, if you will, because I think that there is there’s a lot of misalignment between the publishing universe and the author universe. So there’s a brief well, there’s a brief moment in time where everybody’s interests are aligned. We want to sell more books because bottom line is publisher only makes money. Number of units sold time to margin author thought leader makes money. Yeah, they make some money on that. But that’s not really why they’re doing it right. They have other ways to monetize the ideas that live in the book. You have your company and all the different things that you do there. So there’s that brief moment in time where everybody’s aligned, everybody wants to get the book out right? And then the publisher, they tend to think in kind of 90 day cycles and then they move away. The reality is most business books don’t sell well and they do better year or two than year one. And most business books have a shelf life, no pun intended, of at least 5 to 7 years. But the publisher, you know, they’re really, really concerned about you for a brief period of time. So I guess my question to you are sort of where do you see those conflicts and how do you work around them, where you’re aligned with the publisher and where you’re not?

Morag Barrett So I don’t know quite how to answer that because, I mean, as I think about the mindset profile that we introduce in, you mean we abundance and generosity and focused on mutual success is our operating system at SkyTeam. And so far that experience with Page two has been phenomenal as our publisher’s for you, me, we and the support that they’ve given. So I don’t have any gaps. And I think maybe because I go in as a very pragmatic, I’m not looking to retire and sit on a beach and drink drinks with an umbrella based on royalties from you. Me, we what we said was we have a message worth sharing, one that’s going to have an impact at an individual level. Sure, get it out there. So what am I missing, Peter? I got a guy who’s in the professional.

Peter Winick Well, I guess maybe. I don’t know if I’d call it missing is. Yeah, I don’t think it’s the you know, this will be the next Harry Potter. Right. And they’ll be making theme parks on you meet way.

Morag Barrett Oh my goodness. That would be an interesting and if it be a roller coaster or a ghost train.

Peter Winick Yeah but I think oftentimes the strategy and the launch and the success of the book, the real beneficiary would be the entity would be Sky Team, in this case industry. And the things that you do that it’s a great net new client acquisition vehicle. It’s a great way to elevate your brand. It’s a great, great way to reintroduce yourself to previous clients with a newer version of the message, which doesn’t necessarily take lots of units. I mean, you get the right book and the right 50 hands of the right people and triple your business and tell your publisher that, well, I only sold 50 books, but they were the right 50 books. That’s not going to be a good conversation.

Morag Barrett Well, thankfully, I know we have an order going in this week for 500 copies to support some events that we’re doing next year. So you’re right. I think for first time authors, especially, thinking about that life of book and how you’re going to integrate it, because if it just sits catching dust on your bookshelf or anybody’s bookshelf, then it’s not serving anyone, whether it’s you, the client or the publisher. Right? So for us, I know what our 2023 projects look like in terms of revamping and refreshing all of our online content to go with it. So you have the book, but if you want to learn more now there’s the self-serve online content. We have our new keynotes that are now getting booked. I just took a booking for November of next year and then there are other programs if you want to bring it in holistically, either for your team or your organization. So thinking. All of the book has an ecosystem and different ways to engage the conversation with others, whether it’s self-help or no guided help through SkyTeam, that’s a win win for everybody.

Peter Winick Yep. No. And then that’s exactly what I’m thinking. And again, that’s where the primary benefit to you as an author or coauthor go. You will make more money on those initiatives than you most likely will on the book sales over some period of time. So yeah, that’s the only place I was going is that it’s just it’s just the way it is, that lack of, of total alignment or long term alignment, I should say. Not that a publisher ever wishes the author not do well, but it’s just how long can they afford to put resources on a project that continues to just not just sit on a shelf, but slower to sell at a slower pace? Cool. So you mentioned speaking and you just got booked for something almost a year out from now. You’ve got a lot of keynote speaking over the years. I’ll just ask in terms of what’s the same and what’s different there. Like what’s, what’s low now of in-person mode and yeah, yeah.

Morag Barrett Well, obviously during the pandemic everything shifted to doing it through the camera. And so upping our game because I’ll be honest, before the pandemic I was a real cynic and like online learning, virtual facilitation, it sucks and it does when it’s done poorly. But Eric Spencer on our team is phenomenal. I mean, he’s got the full music, the sound effects and everything and again, not gimmicky, but making it more compelling and interactive. We have the full lights, camera action and thankfully made that investment from day one of the pandemic versus waiting. Finding the shelves were empty. But what I’m finding now as they get back into the three-dimensional world is two things. Personally, having spent two years with no shoes or just slippers, heels suck. So flats for me and the mental and physical stamina required to be in person is different to the mental and physical stamina of connecting through the camera. Because oozing emotion and getting enthusiasm that takes one set of skills when I’m here in front of the webcam. But it’s also a different set of skills. When I’m in a room with 300 leaders and getting them engaged in the conversation. But the biggest challenge I’m finding is how to design keynotes and programs Invariably for clients who are now saying, Well, I’ve got three dimensional in the room folks, but you now also need to accommodate for people who are watching online. And by the way, we can or we can’t give them breakout rooms. So how do you try to reduce the amount of multitasking that we know that is going on for the virtual folks, but make them feel part of the conversation?

Peter Winick That’s a great observation because I think from the client side, they’re going, okay, well, I’m paying your fee and 300 people will be here in Scottsdale. It really doesn’t cost us anything. It’s really kind of marginal, so we might as well turn on the switch and let everybody around the globe, you know, or facilities that didn’t come in and experience it. But it’s a different experience and it’s a.

Morag Barrett Very different.

Peter Winick When you’re in virtual mode. I like how you said before it’s different. Not that one is better or worse. It’s one level of energy and you still get that. You don’t get that that adrenaline hit when you’re coming off the virtual stage, as you do on the physical stage. But trying to do both at the same time is really, really hard because on the one hand you’re thinking, am I ignoring the virtual? You know, there’s ten screens. Am I ignoring those people? Well, that’s kind of weird because I can see these people right here and it.

Morag Barrett Just feels rude. I mean, it’s maybe that’s the British thing, but it feels rude. And so that’s something that I and my team have been doing, which is trying to be thinking diligently around how do we make activities or table group discussions interactive, how do we use I mean, there are a number of software tools that we’ll use that will allow everybody, whether they’re in the room or virtual, to participate in a card sort activity for their results to be presented. And now they’re part of the conversation versus sitting on the fence and observing experience.

Peter Winick Yep. And I think that one of the changes is the edutainment side of the keynote world is going away because I want to be entertained. I can turn Netflix on. Yeah, right. So that that sort of whatever the overly dramatic and the you know, the Olympic skier and you know, all these things, not that they’re bad stories, but if it’s just a story or a personal thing or really woo woo and, you know, push it up and pump it up and, you know, whatever, the companies just aren’t making those investments they look at, particularly as we’re moving into a recessionary time, making investments in content and thought leadership in whatever format it’s delivered that connect to capabilities that are being developed that drive business outcomes.

Morag Barrett So way more interactivity. We just did a program, it turned into a one day. Event for 140 liters for a new client and giving them the opportunity. If you’re going to invest in bringing 140 people together in person, then it can’t be talking heads. The original the original phrase to us, which tugged my hearts, was, Well, if you’re not available, I suppose we can just wing it. And it was like you’re not winging anything. Because if you do this poorly now, you will be playing catch up for every event that you do in the future. So we move things around. We were able to go and support them and it moved from being just a 90 minute keynote to a full day event. And what we did was to make sure that there were plenty of opportunities for people to meet a stranger. Essentially, colleagues that maybe they’ve never met in person because they onboarded during the pandemic or we’ve just lost touch with because you’re sitting in one geographic location, I’m in another, and we’ve been through the pandemic.

Peter Winick No, and I think that’s a great point, because we can deliver content fairly efficiently this way. What we haven’t really cracked the code as well on is how do we connect? How do we do that community thing, right? Like every time. I did a little research in the middle of the pandemic and it was basically asking a bunch of event planners, Tell me about the best event you ever did. And then all of them came back with, oh, the theme. Oh, we did one on Resilience and we had Flying Monkeys, and there was an event that did this. And, you know, they people may bicycle, you know, it’s always about what the activities were and the all that. And then I would ask people, tell me about the work that you went to and they would say something like, I don’t remember if it was Scottsdale or Orlando, because it’s all kind of the same after a while. I’m not sure what association it was, but that was the first time Morag and I met at the bar, you know, and we became great friends ever since. And we’ve known each other for 12 years. And since then I’ve been a client and she’s been like, blah, blah, blah, blah, blah. Yeah, I can’t even remember the where. What they remember is that was a great event because that’s where the.

Morag Barrett Human connection and the relationships, that’s the whole point. And to be I want to pick on two things there. One is the opportunity when you’re coming face to face. So if you’re doing an a retreat with your team, for example, don’t just pack the agenda with business stuff. Also build in time for the who we are and how we relate. But I also want to point out that it is possible to do it through Zoom. And you mentioned in the introduction that I’m a member of the Marshall Goldsmith 100 coaches group, and I met a few of those members for the first time in person just before the pandemic. But beyond that, every relationship that I’ve built in that group has been through the camera. We had the opportunity to get together in the summer, and I can tell you it was like meeting long lost family and friends. And so with intentionality, if you focus on the camera, you can build deep and personal ties with others, but you have to choose to do it and you have to choose to be vulnerable and share your stories and connect in the way we would do it. Maybe in three dimensions, either at the bar or over coffee or over lunch. But now I’m doing it here between ten and 1030. Yeah, it’s intentionality. It’s showing up and it’s leaning in and choosing to do it. That makes the difference.

Peter Winick Yeah, and I’ve had a bunch of those experiences as well, where then you meet these people and you’ve they’re true friends, but you haven’t physically had that cup of coffee with them or been in the same city or in the same pretty trippy kind of amazing experience. Yes. Yeah. Good stuff. Well, I appreciate you spending some time with us today. Any final? No pressure, but any final parting. Amazing words of wisdom that will be life changing to the audience. No pressure.

Morag Barrett Well, when it comes to cultivating our relationships, personal or professional, it isn’t whether or not you have a friend at work, it’s whether you are a friend at work. So I just encourage everybody pick one relationship that you know that you’re either curious about or could do with some extra care and attention and give that person a call, send them a text, send them an email. Now, just to say that you’re thinking of them, I guarantee that over time you and they will reap the benefits.

Peter Winick Awesome. Thank you so much. Appreciate it.

Peter Winick To learn more about Thought Leadership Leverage, please visit our website at to reach me directly. Feel free to email me at Peter at and please subscribe to Leveraging Thought Leadership on iTunes or your favorite podcast app to get your weekly episode automatically.

Peter Winick has deep expertise in helping those with deep expertise. He is the CEO of Thought Leadership Leverage. Visit Peter on Twitter!

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