earlier,

you are trying to be the corporate bod, but you are completely denying your own self-expression.

So I don't see or hear your ideas or your brilliance, but I do when you speak to me like this, one-to-one.

Now, if we come back...

To your original question, what makes people hesitate, deliberate? Again, it could be a whole bunch of different reasons, but it could be because there is a political story and they're trying to dodge bullets.

Or they are very worried about how they're coming across and how they put themselves under so much pressure to perform.

It feels very make or break, especially when you've had feedback on your communication skills.

What's a good framework for that situation?

I felt

held in.

And I train people at all different levels.

So I might train engineers or I might train CEOs and they have that thread in common.

Whatever level they feel that their persona has been tacitly molded by the environment in which they are.

Now we are creatures of context so it's important and it is inescapable that to a certain extent we will meld ourselves to our environment however as positive as that could be because you don't want to necessarily completely ignore the context in which you're in that is not a useful sure frame of mind one also has much, much more space to move.

And ultimately, you were given your or that new position because of the way you are.

spice rack as well.

Like how do these play off each other?

So I was working with a clinical director in pharmaceuticals, and I was brought in originally to work with the group, um, consultancy, and I, I came in, they asked to work with, they asked me to work with improvisers as well as clinicians.

So we got this team together, and we worked with, with the whole department, and it was a wonderful experience that made consultants much more...

That it helped them to build rapport and sell without selling and, um, enrich their consultancy with prospects.

But then a couple of people were coming to me individually and saying, "Could you help with certain interactions that we're having at work?" And one of them was a clinical director.

So I was working with this clinical director, and she was having tremendous problems with a colleague that she was managing, who was off joining every committee that you could think of because he knew the visibility would get him noticed and therefore up for promotions.

Lovely.

What is, do you think, the first next small shift they could take tomorrow to be better?

Mm

... from what Professor Kanter, Rosabeth Kanter says at Harvard.

Because w- what Antonakis says, I think, is, is very useful for persuasive skills, and also excellent when you're presenting.

If you're presenting to a mass of people, then I would always say, you know, use metaphors, and your gesture is, needs to, um, needs to have a certain type of register.

I don't tell people how to move, but I give them principles and show them, um, approaches like the power sphere, which is the area just around your chin to your, uh, where your solar plexus is.

Which is the, proven in extensive research to be, in Anglo-Saxon cultures, and I include America, to be the area which is the most powerful for, um, presence when, when you move.

And there are certain things that you need to do with your gesture.

Right.