Hello and welcome to this week's edition of Free Your Mind. Let's talk about it with LKJ. I have the absolute pleasure to announce that, um, we have a wonderful gentleman coming from America to visit the UK and vice versa. You know, I am going to his platform in Detroit. In Michigan. This guy is absolutely incredible, you know, when you look at how he empowers somebody and he absolutely encapsulates the audience by drawing them in. But when he draws them in, he draws them in with truth because he has himself, when I spoke to him, said in his own, um, way of dealing with people, looking them in the eye. He can actually tell if you're telling the truth or not. And being a boss that turned into a leader, decides to build on this platform. So we have the wonderful Sean Fair that will be joining us, um, and I'll be introducing him shortly. Sean Fair is a leading motivational speaker and training expert worked in the areas of leadership, vision, time mastery, consulting with sales, business development, and coaching. He has impacted countless lives across the United States and Canada, both in their business and personal growth. Sean has a unique ability to engage. Motivate and inspire leaders of all levels to achieve their vision. Over the past 22 years, Sean has experienced business positions from sales to vice president of sales and marketing. This allows him to speak with passion and power. He has lived his teaching and his teaching has come from his experiences. He also founded and developed one of the largest sports and fitness nonprofit programs for young athletes aged 8 to 18 in the state of Michigan. Shawn's trainings have impacted nearly, nearly a million executive managers and salespeople across the country. These individuals have been motivated by Shawn and others under his coaching through presentations, seminars, keynotes, and programs, and encourage them to achieve their highest potential in their work and home life. His presentations are designed to help audiences come to the realization that change is necessary. He has done this for employees that work for companies such as the USAA, the Vaughan Industries, Jarvis Construction, IMAC Farmers, and many others. Sean has performed award-winning presentations on big stages like the Rio Grande Hotel Casino in Las Vegas and the Sound Boardroom located in the Motor City Casino, Detroit. He has been on Fox 2News Detroit, Philadelphia, Dallas, Memphis, National Clothesline, My29, WFTC-TV, and the Oakland Township Patch. Well, if that's not rather impressive to our listeners, I don't quite know what is. So it is with great pleasure, as you know I'm very favorable of the American way of life and bringing it across the pond to the UK. It's a bond that we've always had for, you know, a while, you know, when we see the presidents and prime ministers engaging. So it's really good to see the collaboration between countries with culture, cuisine, corporate and generate a different way of life as we, we see. And I actually, you know, look up to the Americans. And for the UK, we always want to master and achieve the UK. So, um, it's a great pleasure that I introduce Sean. Sean, welcome to Free Your Mind with LKJ. And to our listeners, that are very excited and will be to know all about you. And if you could tell us a little bit about yourself, please. Thank you so much, Lady Kendall. That was a lot of information that you gave out about me. You know, it's been a while since I've heard it, and I tend to forget some of the things that I've done over the years. So I just thank you for taking the time to, to read that out, not only just for your audience, but also you know, for myself? Well, I could tell you that I do several things that I believe at a high level. Number one, I'm in the corporate space. I am a corporate trainer, corporate keynote speaker, and I work with, I work with companies here in the United States, Canada, and Europe. I work with executive management and mid-level managers teaching them how to be servant leaders. And to tell you how this all got started is that back in 1996, I'm gonna take you back a while. I started my corporate career with a company called Cellular One. They were one of the very first wireless companies that popped up into the Midwest, and I was able to get into this organization as a customer service representative, and I was there for about 2 years. Bill Clinton, who was the president at that time, passed the Telecom Act of 1996, which was executed in 1998. And due to that, there was a bunch of competitive local exchange carriers that popped up to compete against the regional Bell operating companies, and I was able to get into one of those companies on the ground floor, and I quickly rose up the corporate ladder from starting off as an account manager and the sales and the sales manager. Then I became a director, and then finally I went over to another company called SBC as the vice president of sales and marketing. And through all of those positions that I had in sales, I came to the realization that I was gifted at training people because I was always training people on how to become better salespeople. So the second half of my career, I became the vice president for a division of AT&T training, also, uh, at Cellular One, uh, training. And I was the vice president for one of the largest textile restoration companies in the world, which is CRDN, after which I decided to start my own company called the Fair Consult Group, where I travel over 3 countries working with leaders abroad. And then I also founded a platform called the Leadership Experience Tour, where I audition speakers across the country to get on stage with me to give their 10-minute presentation on leadership. And that's really a little bit about me in a nutshell. Just a little bit, I think. Our listeners will be like, wow, that's a lot. Because when we're looking at the sales industry and you have to be a certain character, I do believe, to be quite sales-driven. If it doesn't come natural to you, I always believe that it would be very difficult. I mean, I could not even sell snow to an Eskimo. Let me just say, I would rather give it and then run. But some people have this genuine knack of being able to sell it, and they just seem to grab it. You know, you go into a shop, you know, and I'm, I am the one, and I'm often called in my circle of friends as gullible. I said, gullible? They just hook you in and you've got that, you know, they fished you in. And I went, well, no, I was looking for it, really. And, but no, when you are going, you may go in looking for a Mini in a car and come out with this huge great big Land Rover, which is— there's quite a big thing on that with the ladies in the UK because you walk in to buy a car, you know, it's a known thing, the salesman will come straight there and say, I'm going to sell her everything, I'm going to get my sales thing off.— so it became quite a frightening thing to do. And the reason bringing the car thing into that and talking about sales is, I, you know, for the listeners, there was a great video of you on the YouTube where you are on stage almost bringing quite a comedian aspect to your Speaking to your audience in your keynote speaking, say you've gone in and just said, you know, I want to buy this car and how much is it? And he just spins you in and takes you in about the Lexus into the showroom. It's all clean up. No, sir, I would just like to know how much the car— and it's going on and on and on. And the way you tell the story is absolutely fantastic, but There is a wrong way and a right way, I do believe, in selling. And you know, it can leave very much a distaste in one's mouth where you come back and it leads us to opening up to these cooling-off periods, etc., like that, that the guy sold this and you can feel pressure. So I do believe in your way of teaching, in my research into how you do educate, You're very passionate about integrity, honesty, and truth when you are teaching these people to speak. And actually, because we have to sell oneself first and foremost, because if we don't believe in that product or the value, or the value, you know, of something we do— do you find this is something that corporate struggle with when they do interview and bring salespeople in and that you can actually see that different balance? Or do you feel sometimes by restructuring and looking with training actually, and, you know, bringing a different mindset actually helps these corporations? Well, I, I believe that a lot of corporations do bring in salespeople that lack integrity. It happens. But a lot of cases they're bringing in salespeople who do not have the skill set. And what I mean by that, there are so many salespeople that are in an organization and they're telling people how great their product is. They're telling people this is why I should buy this product. They're telling people that this is going to look good on you and this is what's going to happen if you purchase this. They're always telling, and salespeople who tell are bad salespeople because you're not identifying what the needs are. Great salespeople do not sell. Great salespeople, they ask the right questions to get the customer come to the realization of what they need. In other words, I have asking the questions to the customers and I'm having the customer tell me exactly what their challenges are, and I'm also getting the customer to tell me exactly what they want to purchase by asking them the right questions. Now it's not me telling them what they need, I am getting the customer to tell me what they need, and that's a big difference. That's a big difference. Yes, completely. And I think our I think listeners could resonate with you on that because there are many times, you know, you go in, "Oh, madam, you know, that would look perfect on you," when you know damn well it'll look absolutely shocking. And saying, "Why?" You know, and if you go and you are in a shop and they're not on you, you know, when they're breathing like an alien from the signal, you know, that's right on the end back of your neck, you know, you seriously put your guard up and you can't do it. And as much as you love that store, it's almost like a fear. If I go in, can I avoid the shop assistant and get around? Is she going to see me? And they're like, "Madame!" And I'm like, "What about this?" "No, I've come in to look for a purse." "No, but this shirt!" And, you know, seriously angers a lot of people in going in there. And I do believe that for the listeners, as we are chatting with you over this, that if, like you say, you get the foundations correct and it's poor training and education, because sometimes the credentials on a sheet that when they come, which we call a CV here, that when you go to an interview and the gentleman said, "Hey, your credentials." "Oh wow, your selling record's really good." But what's good for one isn't good for another. I mean, you know, because the way they've been taught with the boss. There's a difference between a boss that's like hard pressing you, then a leader of, you know, of management that says, "Right." And you talk with your management, you engage, you know, everybody's comfortable. They They understand you do role play. I don't know if you, in some of, you know, when you come as a facilitator, you know, the role play, put yourself in the position of the person that's coming in, you know, with the integrity to go on. And at the end of the day, you're here surely when you open a business to stay for the long haul, not the short haul. And in that way, you know, we have a theme much shake-up, you know, happening in the world, especially corporate. We've seen it from timeshares, we've seen it from double-glazed windows, you know, except selling houses. So law has become a little bit more inset on that. But for yourself, you know, it's wonderful, you know, when you look, and for anybody that wants to know, Sean, Immediately, and I do hope the listeners— we're taught by the sounds of the voice that comes into our ears and the tone, we can tell by the aggressive nature, the tones that we come in, or some of the soft approach. At the same time, if somebody's very weak, there's nothing wrong with being quiet and saying that, but you have to show strength. And I believe that's what you do, don't you? You, um, take somebody that's gonna be a good speaker, they bring them in to put them into corporation. Is it just sales, or do you, um, tackle other areas? You know, it's a great question. Well, the speaker also, or the salesperson, also has to be a good presenter. Because even after I ask the questions to help the— my client or my prospect come to the realization that they need my services, they still need an explanation of the service that they've just communicated that they need. And an effective communicator does well with closing. That's a fact. There's still a certain level of influence that has to happen. And I tell every speaker this, even the ones that are coming on my platform to get on stage with me, is that 10% of communication is verbal. That's it. So whatever comes out of my mouth, that's only 10% of communication. 40% is pitch, tone, and rate of speed. And that's why sometimes I'm on the stage, I talk really fast like this, because that's an engagement mechanism. And Lady Kendall, Sometimes I slow down. It tends to draw people in. 50% of communication is body language, is facial expression, is eye contact, is hand gestures. And all I'm trying to say is that 90% of communication is nonverbal. And presenters and speakers who master nonverbal communication skills are some of the best presenters and connectors in the world. That's a fact. And so those factors when presenting has a lot to do with influencing the customer to buy what they said that they needed. Does that make sense? Yes, because for myself, I have body language, as you know, and TV presenter, because you— and communication skills. I took the certifications in those because although you have the voice, like you were saying, the way you stand the way you present, the way the audience are reading you, you're also reading the audience back. Because if you're in a— as a female in a male set, the males, you know, your brain is, you know, larger, which is known, than the female brain, but you look back to front, you know, from the way that the female brain works. But we look at that And if you over-gesture-ise, you're over-emphasising on that, that can deter as much as the tone in your voice. When you present yourself, if you're there, you know, and the presenting side is very much like being an actor in the fact, you know, when you see people on the TV reading the news, how they're dressed, the colour scheme, if it's too bright, all these factors, factors in. To get the message across and what your message is for and bringing that in. And there should be more people that engage and more people and more companies that engage with people like yourself, because one of the most important things I do believe is the integrity and honesty. Why would you open a store and sell everything out for everybody come back and refund it the next day? It just doubles the work, you know, the space, and it just does not work. So when people are looking and, you know, with education— and I'm a great person for education and bringing somebody, you know, forward on that, Siobhan, and coming over— and that we don't see— I must say, you know, I could be very much corrected and I don't see many people doing what you do in the UK. I think you are going to come across to the UK and I believe you are going to shake the industry in a nice way. Not to come storming over here saying, you know, you're doing this all wrong. Coming to, to have a look, connect, collaborate, and obviously at the end of the day it's about bringing value and value of purpose. There is good coming along and mixing up there and connecting, going— because sometimes we can be as human beings in our own culture, but it needs somebody to come in, say, you know, have you tried this system? And then, you know, let me say, let me give it, let me connect, let me see, let me see the engagement. And you can go in, and that's why we have speakers. That go in and, you know, we go as guest speakers, as you know, to see it doesn't work for everybody and it's not always reciprocated by everybody. But generally speaking, if you get a guest speaker that comes in and a company asks you to come in, they've come in because they need you. They need you to communicate with and facilitate with their employees to get the best of the product and also have happiness within themselves. And be strong within themselves to believe in that. But you also make those people believe in themselves first and foremost. You believe them of a person of value, and that they— you also believe that these people that work there is— you want them to succeed, not fail. You're very humble in what you do, you're very humble in your approach, but make no mistake, although you may be humble, The message is clear. That's the entrance and that's the exit. And we will get it done and you will, you will succeed. And this is why when people come along and this huge following that you have, because they believe in you. But you have history. You have, you can show where you have done so extremely well. And this natural ability to connect is quite amazing actually, Sean, from an outsider looking in. Well, yeah, it's, um, you know, Lady, when I go in and work with organizations and teach leaders, you know, it's— I'm using a lot of things that have been taught, but I'm also teaching a lot of things that I've learned. I've been in every position that you can possibly think of. I've seen— I've been around bad managers and good managers. I work for good managers, bad managers. I work for good executives, bad executives. I understand the characteristics that a leader must demonstrate on a daily basis to ensure great followership. I know what those, those attributes are. So here's, here's some of the things that I teach, just to give you an example. There are 5 attributes that a leader must demonstrate on a daily basis to ensure that the people that work for them follows them. And the first one is lead by example. And you know, this is one of the basic ones. Everyone has heard of this before, but the question always becomes, what does it mean to lead by example as a manager in today's workplace? What does that mean exactly? And there's two definitions that I explained. It basically means that I wouldn't ask my employees to do anything that I'm unwilling to do myself. That's one of the definitions. Unfortunately, that definition doesn't go across the board because I could tell you that in my last position as the VP of Training, I had two training coordinators that worked for me, and there are certain things that I would ask them to do. I could tell you right now I wasn't doing it, and it wasn't because I didn't want to. It's just that their jobs were polar opposites and I didn't have the skill set to perform the very thing that they— that I asked them to do. So it doesn't really apply. But the one definition that does apply, it means that you do, you know, you understand, and you execute your own personal job as it pertains to your employees. In other words, your personal job affects your team members. And the question I always ask managers is this: is there someone on your team right now that should have been fired a long time ago? And I, and I swear to you that 9 times out of 10, their hands goes up. And I says, if you know that that person is not supposed to be there, guess who else, who else knows? Your other team members know that they shouldn't be there too, because the same attributes that you see from that person that you should fire are the same attributes that your team members see day in, day out, but you want to call me into your office and have a one-on-one coaching session and tell me about what it is I'm doing or not doing. But this person's been over here the past 18 months underperforming with a poor attitude. Your ability to coach, train, hold accountable, and discipline is minimized because that aspect of your job you don't do. That's a part of your job that directly affects your team members. So teaching them the right attributes and how they affect their team members is absolutely critical to encourage the right behaviors from their employees. Yes, completely, because, you know, for us, for the sake of the listeners for both UK and the USA, we can describe it in a different way. So for us, this is how we would explain it, which you're quite rightly the same, and we will still come down to the same fundamental aspects of it. Because you could have the boss actually who's telling everybody to stay late, but he leaves promptly at 5 o'clock, for instance. To go golfing. You know, that message is saying, you say, you know, he's the boss. You could have a supervisor who criticizes someone for spending too much time on the internet, but you may find that that colleague, your supervisor, is shopping online for his own personal goods. You could have the CFO who recommends that you have to lay 3 of these people off in the office. 'Okay, because it's really unnecessary to spend.' But then you find they turn around the next day and you've got all this wonderful new furniture arriving because she wants to glam it up, or he does, because it's about personal stuff then. But no matter what the situation is, it's double standards, and that is what we should never see. Because if you're in a leadership position, you know, you have a responsibility to your team. There's no I in team. Totally agree, totally agree with you, Lady Kendall. You know, you have to be the ultimate example as the manager, and a lot of times managers don't understand the weight and the responsibility that they have. You know, when the company gives you the authority, and they give you the position of leadership. They've given you the highest honor they can possibly give you. They have given you the autonomy and the authority to oversee, to manage, to lead the most important asset of the organization, which are the people. And just to your point, and I'll just go through one more attribute, just to your point, one of the other attributes that a manager must demonstrate is trustworthiness. These, these are, these are key attributes. And so the question that I always ask is, what does it mean to demonstrate trustworthiness as a manager in today's work environment? What does that mean exactly? And this may be a little bit more simpler than what folks are thinking, but all it means is that you do what you say you're going to do. Lady Kendall, the problem is most managers don't always do what they say they're going to do. But I got great news for them. Generally, their people are understanding of that when it occurs. But let's just say that manager tells them they're going to do something else and they just don't get around to doing it. Well, I still got great news for them. Generally, their people are understanding of that too. But let's just say that the manager tells them how to do something else, they just don't get around to doing it. Sooner or later, The trust starts to break down, erode, dissipate, or whatever word you want to use. And all of a sudden the manager has created an environment for something very toxic to happen in it. And it starts with the letter G. It's called gossip. 90% of the gossip that happens in today's workplace stems from leaders not doing what they say they're going to do. And when leaders don't do what they say they're going to do, they give their people something to talk about. And as soon as they walk out the office or wherever the work environment is, guess what their people are doing? They're talking about them. How can you call me in to have a one-on-one coaching session to tell me about what it is I'm doing and not doing, but the fact of the matter is the manager doesn't seem to keep their word? Their ability to coach, train, and hold folks accountable and discipline is diminished when that attribute is missing. These attributes are absolutely critical. Critical. Yes, completely, because, you know, if you, if you are that leader and you are asking a coworker to do something, you must be willing to do it yourself. If you implement new rules into the office, And you have to follow those rules just as closely as you would expect anybody else to follow them. You know, if you say to somebody, you cannot use your telephone, mobile phone you may call it, telephone, that may be something that some people chuckle at me, especially some of my friends, you know, telephone, mobile, cell phone, I will abbreviate on that. And then, you know, you're not talking, you're being seen to be dishonest if you say no phones at work and you're speaking to your wife, "I've just got to take the children." One rule and it's a set rule. You have to look, I believe, Sean, closely at your own behaviour. If you criticise people for interrupting you but you constantly do it yourself, you need to fix this. You need to look at yourself. Yes, people will pay attention to one another and listen to all viewpoints, but you have to demonstrate this behaviour by yourself. You have to leave one rule, and if that rule is you leave the office at 5 o'clock, everybody leaves at 5 o'clock, unless you have flexi hours. You know, that's something you can do, but we must lead by two great people that I believe, which is Gandhi and Alexander the Great. They helped change the world because they lived by example, and as a result, they accomplished great things. They're great leaders, you know, look up to them and respect, and the legacy that comes from them. You know, this is leading and living by example, isn't as hard as it may It really is, Sean, the easiest part. If your team knows that, they'll do whatever you expect from them because they're likely to work harder to achieve the goal. Because if you say, "I can't do that," and then the person says, "Well, I can. Let me help you," because that's team. Trust, engagement, action and member. They're a team. Yes, you're absolutely right. You're absolutely right. It just— there's so many things to consider as a manager in today's workplace. And like you said, Lady Kendall, the managers just don't understand. They don't look at themselves and understand that their action it causes either a positive or negative reaction within their employees. You know, one of the other things that a lot of managers struggle with is praising their employees. They struggle with it, and they struggle with it in a lot of different ways. Some managers are giving their folks praise they don't deserve, and some folks should give praise, should get praise, and they don't get it. And so I, I explained to the managers this is that, well, let me ask a question, is that when do you praise your people? And I can tell you the number one answer that I get was, Sean, I praise my people all the time. And I always want to give them a different perspective on this. So I use this example. There's something called the paycheck, and the paycheck comes with a certain standard of work. And that standard of work should be above satisfactory. In other words, an employee does good work, we provide them with a paycheck. That's how this is supposed to work. Now, every now and then, when an employee is consistent and doing a good job, every now and then I'm going to show them some appreciation. Some folks will intertwine praise and appreciation as the same thing. Although similar, they are different. Appreciation is a one-on-one expression between myself and my employee. Hey, Lady Kendall, I just want to let you know that you've been doing a great job over the past 3 weeks. I just have to say it hasn't gone unnoticed. Keep up the good work. That's appreciation. Praise is an outward expression. When I praise someone, the entire team knows about it, and I only give praise when people go above and beyond the job description. Now, I'm not saying the folks, they have to go to the moon and bring back minerals. That's not what I'm saying. But what I am saying is if the person works from 9 to 5, that's what's in the job description. And I say, Lady Kendall, can you give me an extra hour today? And you say, you know what, Sean, I got you covered. Well, that's going above and beyond. It deserves praise. And the next team meeting that I have, I'm gonna let everyone know that last Tuesday from 5 PM to 6 o'clock PM, Lady Kendall gave us an extra hour out of her life to contribute to the productivity of this organization, and during that time she completed A, B, C, D, and E, and I want to thank her for a job well done. You know, and since the pandemic, people have been going above and beyond the job description all the time, but they're not getting any praise for it. And guess what? They're not making any money either, but they're doing more work. A lot of things to consider. There is, because When we are looking at it, so I paused for a little bit there while I was reflecting back on the words that you were saying, you know, with the praise. It's not difficult and it's free. It comes quite freely to give and respect that's coming in, you know, from your employer to yourself. And you walk away from there feeling quite chuffed, you know, quite happy, excuse the Sometimes, you know, slipping into that, feeling quite happy and leaving, you know, and you go home and you're in a better mood because you've come and said, "Oh, you know, I've got notice for that today because I just put myself out." But at the same time, if something went wrong, say, "Sean, I'm terribly sorry." the cars, you know, the garage is going to be closing at 5 and my husband can't get there. Would it be possible to go? You know, Lady Kendal, of course, of course, you know, and you'd be fine with that because you're paying that respect back. Because you would pay that respect back because, you know, they would help you. There's an old saying, you scratch my back, I'll scratch yours. But it's not a case of you scratch my back, it's using to yourself but leaving it open. So at the same time, you're not being the person in the office, which does happen, Sean, you know, and I've seen it happen, especially in my field of work where, you know, the news has got to come out. Lady Kendall, can you say yes, of course? I'm going to miss that train. Lady Kendall, can you Yes, yes, yes. Because you've also got to be careful you're not a people pleaser, you know, we're going into that and going yes, yes, yes, yes, yes. But when, you know, we have the team meetings, they go, wow, you know, that was some months of news, you know, it was breaking everywhere. And I want to thank you all for all the contributing that you've done because people need the news, they need to understand that. But, you know, We are grateful here because we want to break the news, you know, and then, you know, they allow and feeding that back for you to be able to have time off. And so they can say, you know, while we're having that, how many people— which is happening now— how many people like to work from home next week? How many do that? And so if you have been the one getting on the train, do you know what, I really wouldn't mind working at home. Saving that train ride, etc. And so, yep, that's fine. But if you're the person that's not— that needs to be in it, you know, sometimes you need to be in that workplace, that stroke, because some people can work from home very, very well, and some people can't really. So when you have to do your 3-monthly, um, check-in, we go in with your boss and How you doing? How you feeling? You will know if you're going to pass or not because you will also notice if people are reduced down. And obviously in the UK, there was a lot of mental health challenges for us in the UK with people not being able to go to the office. And so their home space, Sean, was the same as their living space. So there was no break from that. You couldn't differentiate between the two. However, for some people, they love it, which has changed the concept in corporate to open their eyes a little bit more to females that they've got the children going on there. But we've had some funny cases and you probably saw on the news as well. We were trying to tell the news or do a report. And said, Charles, come running in the back, you know, some of the reporters. But that gave character, that gave that you were honest and free in that, in that. So yeah, there is a lot in there because, you know, there's different things they go in and there's different mindsets that people think you need to reward what they do. I mean, you can see when you're going to, if you go on a cruise ship, for instance, You know, it's run very, very hard. It's very tearing of pay, in the reward of pay, as you were saying. And you see that, you know, and I've gone and done, you know, reviews on there. But you've got Employer of the Month, and on those certificates, you know, that you fill in, they are noticed and they go down and they're approached. So you can say, well done, you know, look, he did He's done it which encourages but doesn't, you know, cause disparities to them. But sometimes there is people that are seen that being cherry-picked. Do you understand by the phrase cherry-picked? Yeah, absolutely. They pick over what they want. Yeah, and if you're the owner or the CEO that you may not know that that person has his favourites. Oh, so-and-so's coming, I'll give you that job because it's easy. Oh, they're going to go golf and you have this. Yes, it's great to collaborate with everyone, but always be fair. Bring fairness, you know, being first. And I think there's something else that you do when you're teaching and you're on stage is about the mental health work. We need to be bringing more into corporate. We need to be thinking more of the emotional factors that, you know, we're not just a brain and it's educated. We are made up of different reactors, and those different reactors will fire off when, you know, when you are speaking. You know, if you've had a row with the wife, you haven't been able to pay the bills, you don't know what's going on, you should be aware that this is a person in you are encouraging and saying to them, hey, you know, he seems to be off. Rather than going in on attack, do the action and action in, you know, that chat, that, you know, off-the-record chat. Do you implement those sort of things? Do you find a lot of companies you work with implement that, or is it something that in your teachings and that the way we're going now after the pandemic with a lot of mental health pressures. Is this something you'll find is being implemented more, Sean? Yeah, well, I, I do address this because it's, it's a great point that you're making, Lady Kendall, is that one of the things that a manager has to— they, they have to be able to do this— is they have to have a better understanding of people. And the reason that they need a better understanding of people, because these are the facts is that 30% of today's workplace has some variation of ADHD. 30%. Lady Kendall, I got a touch of it myself. There's no sense of you sending me an email with 5 paragraphs in it. I'm not reading it. Now, I may skim through it. I'm not reading it. But if a manager doesn't understand that about some of their employees, then how effective do you think the communication is between that person and that and that manager if the primary way that they communicate is via email. There's a, there's a small percentage of today's workplace that struggle with seasonal affective disorder. There's certain times of the year it's dark when they go to work and it's dark when they come home. That's generally during the wintertime, right? And during that time of the year, they struggle with a certain amount of depression or anxiety, right? There's a small percentage of today's workplace that's bipolar. Now, I'm not saying to managers they need to go into the office and start diagnosing people because that's illegal. You can't do that. But what I am saying is, is that good managers have to have the ability to recognize the signs and try different methods of managing people and, and understanding not the problem that they see on the surface, but great leaders understand the causes of the problems that they see on the surface and they address the cause. The problem is, is that a lot of managers won't know what the cause is unless there is a relationship that's established between them and the employee where the employee tells them what the cause of the actual issue is. Completely, because we have to be extremely, extremely careful here because somebody has bipolar may become and get a job, they have protected characteristics. They're protected by law, well, they are in the UK, and, you know, we are looking more towards equality and diversity. We're looking towards disability in the workplace, you know, so when people are autistic, but you cannot put a label on these people. They have an entitlement to come in and say, "Oh, he only got that because he's autistic." That can't do it. You could not ever allow that to go through in this. Like you're saying with the training, it is about the training, the resources. And I do believe every company, and you know, especially the large ones, the smaller ones, I think is easier to maintain on that one-to-one. But when you have a big corporation that's coming in, that's keeping the wheels turning, that's doing value it's serving on there. That is why, as you know, you may have a human resources, but in that human resources, what do they do? Are they supporting the leaders in their sections to go on to be, you know, as you're coming up and you're peer picking, and that when you are the CEO, you do recognize everybody going on there? I do believe that one of the most fundamental things for a corporate business to do is to have timeout. Timeout where you can freely speak openly and honestly without being chastised, that you can feel that something's wrong. I do believe that every organisation should have the I Trust app, because that's a safeguarding app. And I know you're going to be having a conversation with Nick Inge on that. This safe app, if you do feel something's going wrong or something's happening, they're protected by this app. It doesn't disclose, and it doesn't, you know, like, whistleblow that person off there, but you're safeguarding. You're safeguarding your company, is showing You believe in mental health, you believe in supporting this person as well, so that it can be an extra tool in a busy workplace, especially after the pandemic, that people can communicate. We must keep the line of communication open. I do believe that, you know, for a good company is bringing in a good strategy in a form of training. Come and they go on courses or etc., or for leaders like they come for yourself. Um, is that something that you do, Sean? Do you, you know, with, um, your company, do you offer where you facilitate and put speakers in to guide, help, to encourage, to impact, to bring out the best of their company to keep that love going, to keep that communication going. Is that something that you do? Do you find that companies come to you for that, or do you just— you know, I apologize for my ignorance on this, it's not intentional— is the fact that, or do you just have, you know, the nominations where people come come in and train with you and they come on a course, then they can then go and apply for a job and they'd get a better job. But because they are so trained, they always succeed. Because I haven't seen anybody actually in my research that anybody that your company, you train, in all the testimonials that are there is except praise because you know how to train these people. They go on and become better. So what my question is, do you find a lot of corporate, um, that you can offer corporate these speakers that you train to go in as teachers for the company? Yes, well, every year I work with 120 speakers across the board. And in every group, which is 40, I work with 40 at a time to go on stage with me. There's probably 10 to 15 that have the ability and the skill set to go into the corporate environment and train. And so what I do is I have a program where I work with these speakers for 1 year and I teach them some of the core presentations that I deliver in corporate America. In addition to some of the presentations that they already have that they may have delivered in corporate America. And we teach them, you know, how to establish a relationship that's strong enough to encourage a company to want to work with them for a minimum of 1 year. And not only do we do that, but we also connect them with international event planning companies to get them on massive international stages so that they can increase their exposure and their gift on big platforms, big stages. And so I'm doing that right now with, with 10 speakers, and all of them have great success. And if you ask any one of them, you know, how they're doing, they're going to tell you that this— it is the best experience that they've ever had. And it's because I don't have a program that just teaches you how to become a corporate trainer, corporate speaker. I have a program that does that, but they're generating revenue. And that's the difference between my program and a lot of programs that are out there. I care that what I'm sending them through actually generates revenue, and the money they spend with me to be a part of my program they're making it back 2, 3-fold within the course of the year that they work with me. Yes, and I must emphasize on, on what you were saying, because we see so many— and I must stress this— so many, um, courses on that. You can be this person, you can, you come and join my business school, I— you can do it, and they pay all this money. They come out with this certificate and they fall flat and they've got to try and go, yours is like, you need to encourage it because you do care, that passion that it does go, you follow that through and they do get a reward. And that, if the people that set the course up was to look a little bit further than their nose, excuse the pun, you know, and themselves for that short game, you would have a bigger platform with people coming in for corporate. So, you know, that's wonderful to do, you know, to say that. So as coming over to the UK, Sean, because you're very established across Europe and everywhere like that, but coming into the UK is an absolute pleasure, as I said at the beginning of this, and to be connected with you on this. I know, as I said at the beginning, you are shaking up the UK, because all this money that's going in and we need, you know, now to be pulling on those wheels stronger to recover from the pandemic. We need to be stronger, we need that in it. So for yourself, are you looking— can you just tell the listeners that are— that may want to look for you in the UK for your platform, how would they apply? I know this, you're just doing a 3-tour this year, but if people come to those events, I know you're, the first event you're having at Ascot and, you know, just having a look around England, you know, coming around and meeting some people in corporate and myself, etc., and going there, and then you're speaking at a dinner and dance in Kent and then in Brighton, a grand ball to show people who you are for the people and corporate in that time, we'll know. But is there anything that is available if people want to inquire? Is my key question, what people are asking and have asked me to ask you this evening. When you come over, because this is America, How quickly can that be set up for a company if they want you to come in and send somebody over? Can you just bring somebody in and do it, or, um, how will that work? Well, if a corporation wants me to come in and work with their staff members, I mean, I, I work within 3 countries now, so I, I always work with the company first, and my job is to understand exactly where the needs are and what role will I play in the training over a course of a period of time, and then identify what trainers that I have on staff would be the right fit based on what their needs are. And so that would be, that would be number one, and I call that discovery, right? So I come in, I work with the executives, I ask them all the necessary questions that help me have a better understanding of what their needs are, their challenges are, and how long they've been dealing with those challenges and what causes are those challenges having within their organization. I need to know that information. That helps me to have a better understanding of what kind of program that they need and the length of time that that program needs to be administered. Listen, if they've been struggling with holding employees accountable for the past 15 years, Don't think that that mentality, that behavior is going to change within the next 6 months. It doesn't work that way, right? There needs to be a consistent dose of content that's given to them and some level of accountability that's put in place in order for that behavior to change over a period of time. And so that's one thing. The other thing, Lady Kendo, I would like to do is, number one, we would like to bring the Leadership Experience Tour over to the UK. Now, you know that we're bringing you over, and you're a phenomenal speaker, and you have a lot of knowledge. You're going to impart that over into the United States, and people can't wait to hear from you. So, and we appreciate you, um, really accepting our invitation to come over. For, but for our October event, what we would like to do is get about 10 to 15 speakers from the UK right, to be a part of a leadership experience tour in the US. We're going to then use that, and they're going to have a great experience, and use that to promote over in the UK and then build a platform over in the UK where we provide some of the same services that we give to the speakers in the US. And everything that we do is done in a spirit of excellence and, and also in time. Everything that we give to our, our speakers is it's done quickly, the results happen fast, right? So that's what we're looking to do and that's how we're looking to do it. Well, I know everybody's— the people that I've been speaking to in the calls, as you know, going through this, people are very excited about this because— and it's not a criticism, it's about helping and collaborating and you know, joining the invisible hands to create, you know, a bigger strength regarding that. And for yourself, it's such a charismatic character, and, you know, it is an honour to bring yourself in and meet with people on that, because it is in the interest of the British people as well as it is for myself coming over. I'm always greatly received in America, and I love, I love that. That's why, you know, we have Miami, you know, and my manager down there, because it is about value, it is about integrity and honesty and working and just being the better version of yourself, even the company being a better version of itself. And when you see see these companies, you know, that have the award, you know, we've seen some big companies fall through the pandemic in United Kingdom. So it's, you know, buckling down, restructuring, you know, we've had organizations have been rocked to the core over here because things and training and people have gone. Myself, being on the, you know, with the Wayne Cousins murder for women, when Sarah Everard unfortunately took her walk through the park to get home and was stopped by this gentleman who used his badge to kidnap her, and the thing was absolutely disgusting, which has rocked the police over here, and everybody's rebuilding now. So I believe everybody, you know, will really welcome yourself and bring yourself over here because we do need to look, you know, as a cult, we need to look at ourselves and take a good look so that we don't fail. Sean, it has been an absolute pleasure, and you We've got literally 40 seconds for you to— for a close. Can you just quickly say where people can find you on LinkedIn? Isn't it? It's Sean Fair, but it's spelled S-H-A-W-N and then F-A-I-R. Yep, that is, that is correct, Lady Kendall. You can find me on LinkedIn or Facebook. Name into Google and it just explodes. There's lots of pages, everything on there, you know. And, um, we could go on and chat forever, and there will be more, um, interviews in that coming out on Sean Fair. So remember the name, Sean Fair Consulting, isn't it, limited, um, .com. You know, go on there, you will find him all over. And that's where it comes confusing. But for me It's been an absolute pleasure. And for our listeners on Free Your Mind, Let's Talk About It with LKJ, for www.womensradiostation.com, Sean, an absolute pleasure, and I cannot wait to come over and see you personally and welcome you over. On that note, thank you very much, and from our listeners, goodbye.