Decoding AQ with Ross Thornley Feat. Louise Shipway - Founder & CEO, of CareerMovers

Speaker A: Hi and welcome to decodingaq. Helping you to learn the tools, mindsets and actions to thrive in an ever changing world.

Speaker B: Hi and welcome to decodingaq. With me today, I'm genuinely excited to welcome Louise Shipway. She is the founder and CEO of Career Movers. She's a professional speaker and she emigrated from the U.K. canada, much like my brother. Uh, she's now living, I believe in British Columbia and she has over two and a half decades of experience across the HR coaching, consulting, training space. A deeply passionate person and Louise really loves helping global leaders navigate career transitions. So that role reinvention, agile, uh, workforce mobility and is in a happy place when she's empowering professionals to imagine, align, believe and create their next chapter careers. So welcome to the show Louise.

Speaker C: Thanks so much. That was a lovely welcome. Thank you. I'm excited as well.

Speaker B: So before we get into all the business stuff, I want to know what it was like being a violinist backing Lisa Stansfield.

Speaker C: It was awesome. Um, I mean I was a teenager and playing in two different youth symphony orchestras. Um, then I was selected and invited to play as a violinist, ah, in an ensemble back in Lisa Stansfield. Um, and I remember um, we appeared at the Rochdale Town hall, which is actually quite a beautiful building and um, Lisa was dressed in a spacesuit. I can't remember what I was wearing but I remember she was dressed in a spacesuit. I mean it was just a great experience and what a great song. Obviously in those days it was pre release and uh, so she was building up to that release but it was a great experience.

Speaker B: Do you think that might have triggered all the travel in your life of all around the world just playing on repeat in your, in your subconscious?

Speaker C: It might have. It could well have. I think that music has played actually a uh, more uh, substantial part of my life than I've given it credit for until recent times.

Speaker B: Well, uh, did I read that you're back into a choir now, so maybe it's coming back again. Tell me more about the choir because it's one of my wife's favorite favorite things to do. She's in a choir, we're at ah, festive season so she's got about 30 performances between now and Christmas. So tell me about the choir for you.

Speaker C: Right, so actually that joining this choir was one of the deciding factors to move over to Vancouver Island. It's called the Island Bel Canto Choir and um, we're a treble voice choir. Um, I've been there for almost two years. Ah, comprises of actually um, a group of very talented musicians. And so I'm, I feel honoured to be, to be included in this group because when I moved to Canada and when I started working full time, I actually stopped practicing, um, my musical instruments and things and paused it with the belief that I could pick it up at any time. And sadly, when I tried to do that in Covid, I realized that no, it's not, it's not possible to pick it up where I left off. So they've been absolutely wonderful, uh, allowing me to come in and learn again how to read music and to participate and it just feels so good. It just feels great.

Speaker B: Yeah, I think, uh, it's a really interesting one, isn't it, around careers? What makes up someone's life, what part of their career is in that portfolio? And often we feel, oh, that needs to be on pause, some element of ourselves, whatever that may be. So I'm interested when you. What does a typical kind of, um, client. What do they look like with you? What kind of things are they going through? Because in my mind I've got all sorts of things of, you know, oh, I want to, I want a promotion. I want to, you know, know, change my job or role or. I'm frustrated with this person. What does it, what does it really look like?

Speaker A: Louise?

Speaker C: Every single client is as different as a thumbprint and all seeking different things. Obviously I've had a huge amount, historically a, ah, huge amount of experience, um, with career transitions. And that would be when an organization is making a change and um, someone has been laid off and so they're having to find something alternative. Um, but I've also a huge amount of experience with um, executives who are, uh, finding their way through their own career trajectory while an organisation is, um, in a period, usually a period of growth. So, um, it's really. Where do you want to focus with our conversation? Because we can go in with somebody that's coming out of a, a, of a role that's been directly impacted with AI, or we can go in with um, you know, an organization leader that's having to make a decision because of AI.

Speaker B: Well, let's perhaps start with a couple of elements from your own experience where you've had, and you've sat on say, different sides, uh, of the fence, shall we say? You know, starting off in retail, in at Morrisons, in at Boots, where you, you're on the inside, as it were, and then sort of obvious from the outside transition to then being an independent coach consultant, working with others. So for your own, that transition, what was that like? And what would you, what support did you get? What would you have liked in some of your own transitions? Let's just start a little bit there and then we'll explore some others.

Speaker C: I uh, mean when I look back at my time, um, I just had by luck rather than good management, um, fantastic foundation in hr uh as a profession. And so moving from Morrisons where I was involved in two brand new businesses starting up and that process of hiring in people with no experience, training them up and having everybody ready on day one store opening was an amazing experience. And in those days it was um, paper applications of course.

Speaker B: And

Speaker C: I think it was about 300 uh, brand new jobs per store. We did two stores and so 600 jobs and 10,000 paper applicants. Um, and how do you fairly select from those paper applicants? And you have to come up with your procedure of how you're going to do that fairly. Um, and then you know, I moved into working for Boots and they gave me this fantastic opportunity to go in an area and it was a brand new role of HR coming into the area. So I was able to hire um, the area team alongside the area manager which was much easier to create a team from scratch than it is to go and move into an existing team is one of my reflections. But with that um had a fantastic relationship, positive relationship with the area manager who was my boss, um, and he gave me a lot of free rein um, with budget as long as I met certain parameters. So it was very positive change. I didn't feel under um pressure um, other than um, I was excited and I was flourishing in what I was doing and I was wanting to make everything uh, positive for everybody and I embedded a lot of um, what I would call good people practices within the role. I was actually really successful in what I was doing um, and by rearranging staffing, doubled the sales in the area and then was invited to take the new managing director out on his first day in his new job as managing director or CEO and was able to explain some of the um, activities that I'd undertaken to do that and make a suggestion as to what we should be doing next. And as a result of that he did actually put in place um, a new program and it had a massive impact on the sales in the whole, well, nationally.

Speaker A: Nationally.

Speaker C: So then I was given a promotion, uh, to work for the parent company and subsequently they gave me a five year career break contract to come to Canada to try um and experience Canada which was great, um, that sort of

Speaker B: foundation of what good can look like in HR during growth, during. Right. We need to find hundreds of new people to open these new stores. We've got new initiatives in new regions, were open to new ways of doing things. Some freedom, some autonomy, some program creation. And then a, uh, period of time, then perhaps. I'm not sure if the timeline's exactly right of these things, but at, uh, lhh, A lot of their focus then is also around transitions, people going through different phases of their careers. So you had this wonderful opportunity to emigrate, uh, to go and put down some new roots in a new part of the world. What were some of the significant moments that started to happen for you that led into perhaps your next chapter and next phase?

Speaker C: Um, I had fantastic experience with lhh. Um. And uh, you know, I have only really good things to say about, um, my reflections at that period of my, of my life and career. Um, What's interesting about that line of work, because I ended up specializing in career transitions, is that, uh, the career transition industry is countercyclical to the economy. So when the economy is basically tanking and not going well, career transitions are really busy because people are being laid off. Um, I could have looked at that as being sad that as an HR professional and as an immigrant, I was being channelled into that type of work, which is true, really. But I took that as an opportunity to help people and I really did focus on each person that sat in front of me one by one and really tried to help them in whatever way they needed to be helped. And with the introduction of AI that we've got currently, um, what's difficult about it is that when you're actually the manager who is actually doing the layoff, you can't. It's difficult to actually give a specific reason now. It's difficult for me speaking to you now because you're in the UK and I'm over here, we've got two different. We're talking at two different systems here. Um,

Speaker B: but we've got listeners from all around the world, right in the US in other areas that, you know, every region has its, uh, differences of how it deals with, uh, restructures and reorgs of how that can and can't be done around regulations.

Speaker C: Right? But, but as an HR practitioner, if you don't let somebody know that the reason, or as the CEO, if you're not doing a general announcement that the layoffs are going to be due to AI, the individual that I'm dealing with doesn't understand that they've been terminated because of AI and what that causes in my conversation is it slows things down because the person doesn't realize that they're still looking for a job now that actually no longer is going to be existing going forwards. And it takes a little bit of time for them to, uh, come around to that. And I allow time for them to explore with some guidance. So I kind of hold back. We're not going to go straight into this. Let's just do a little bit of research. And the reality is that when somebody's laid off due to AI, they could well be out of work for up to 12 months. So those severance payments and, and the notice period that people are given, it really matters.

Speaker B: And I wonder, you know, how many people actually know why they've been laid off sometimes. Right. Um, the. There's the reason that's given, there's other reasons, and there's probably many variables about it, you know, and we see these, you know, announcements in the media of big shifts, big changes. And each, as you said, behind each one of those is a human being, a person with a life, with family, with all sorts of things that they're coming to terms with. Right? What next? What now? Who am I? What's my identity? Is my role valuable anymore? Takes a period of, you know, uh, the grief, you know, acceptance, all sorts of different things that they go through. So in that mode, do you have to play a variety of different modalities of perhaps counseling alongside coaching, alongside some recruitment? How do you navigate yourself of knowing what version of Louise shows up? How do you adapt in those kind of complex situations?

Speaker C: It's a great question because sometimes, um, when we're helping someone, we do need to refer to other professionals and we learn where those lines are. And that could be to seek um, advice from a doctor, or it might be to um, go and use an employee assistance program for counselling if they still have access to that. Um, and um, as an executive coach, we're also trained in how to help people with that, uh, thought process, almost a letting go process, going through a grieving process, and also acceptance because, and it's not just since AI has, um, been one of the reasons for layoffs. I mean, you know, for over 25 years I've been saying to my clients that you might never find out the actual reason why. It's just the way it is.

Speaker B: So let's, let's help some of the listeners that are in two zones. So the people that are leaders, managers that are facing that choice and challenge right now of restructures and reorganizing things. Let's spend a few moments of. In all your experience, how can they do it? Well, what does that look like practically? What kind of things will make that, um, good for them and good for the people that they are moving, both the ones that are going and the ones that are staying. What's some of your experience tips and strategies for the person in that side, and then we'll do it a little bit on the other side.

Speaker C: Right. So, um, well, recognizing that AI is an issue and um, recognizing that you might not be able to say this layoff is due to AI, um, you can gave a severance package that would help someone, that would be long enough to help someone, um, to be able to reposition themselves. Because the reality is that more than half of the people that are coming through actually, ah, need to do a complete career change. And a complete career change takes time and it takes money. So if you can't tell someone, um, that the reason the layoff is due to AI, uh, make sure that you do allow those extra, uh, provisions in time and in funding. And really, um, you know, if you can be providing, um, all of the employees with, uh, funding to be able to choose what they think they should be doing in their professional development, whether they're with you or whether they're leaving you. I mean, my philosophy was treat people well as they're coming in, treat people well while they're with you, and treat people well as they're leaving. Right. And so, and that's a great, great way to think about it.

Speaker B: So clearing the communications as much as they can be and really advocate and uh, support as much of the. Oh, when we're onboarding, we want to really look after them. When we're offboarding, how do we really look after them? What is the package? What's the support, what's the sever? What are the resources we can make available? And perhaps creatively thinking about that, is there licenses to still access learning materials, uh, whether that's LinkedIn, learning, masterclass, whatever you might have, do they get switched off just because you're leaving, or can they give some of those things in? So if they've strapped for cash of here's actual full funding, here's your check for three months, for six months, for 12 months. Maybe there's other creative ways of thinking about still giving access to learning resources, um, that could help them, could be another way of thinking.

Speaker A: Right.

Speaker B: In some of those things.

Speaker C: Yeah.

Speaker B: And, um, what would be the worst ways they could do it? What of where you've seen it and it's like, oh, that was a bad way that organizations lay people off. What does that look like? Because I'm sure you've experience some people coming to you that have said, um, they've had some horrific experiences of that. What would those things look like? So we know where to avoid.

Speaker C: Yeah, I mean it's um, just not given long enough. Um, and the way that the career transition support programs are structured, um, and how the career coach that's supporting those programs is paid and remunerated, um, determines how much time and assistance um, someone can be given. So there's a blend in those programs between um, AI supported, um, aspects of a program, but there's also a human element. Um, and so, you know, this is what it comes down to. And so I would say that a better way to come about this is to not make the layoffs and it would be to invite the HR person to the table of um, strategy and identifying what the future strategic priorities are going to be and then um, finding a way to help support employees with upskilling or reskilling, um, and to do that in a completely different way. And, and really when you look at the cost of losing an employee, I mean it's huge amount of cost when you lose an employee and when you want to rehire somebody brand new into an, into an organization, those costs are actually, they're hidden, but they're actually quite substantial. Yeah.

Speaker B: So, you know, that adaptation of we can't reskill you effectively enough, uh, and quickly enough is really what restructure and layoffs are around.

Speaker A: Right.

Speaker B: Is um, that in order to maintain the business, grow the business, not fall over, not kill the business, there are changes and phases that organizations go through. Right. And um, I remember a month or two ago talking um, in the Netherlands with one of our partners and it was soon after the Accenture announcement, uh, basically reading between the lines, we can't reskill this large number of people quick enough because they're not able to, you know, skill up in AI, whatever the skills are of the, of the moment. So the, the upstream to avoid it as much as possible, mobility, strategic training, that kind of thing. Great. Failed to do that, can't do it quick enough. Or maybe it's a blend of communicate well, make sure there's good time, uh, given to the people and a wholesome package that includes human technology, money around that. On the other side, if this has happened to somebody, um, what would you recommend they think about, deal with? Where do they go? Where do they ask for help if they haven't been signposted, if they haven't got some of those, you know, good packages put in there and they feel, well, what do I do now? Um, what's your kind of go to and sort of strategies and thought for the person that has been given the, given the boot?

Speaker C: Well, it's time really for each person to understand that it's each of our own responsibilities to decide what would be good for us, um, in terms of our continuous lifelong learning. And so to generally approach life with that. We're learning all the time and um, so to find situations and opportunities to be able to facilitate that in whatever way we can that might be by becoming best friends with somebody or joining um, an organisation where they're offering um, you know, programs that are attainable financially or having your employer fund that. Um, but it's also um, you know, when you do find opportunities and there's a contract involved, it's making sure that the contract allows you as an individual to um, grow. And unfortunately what I've seen is that we're moving around in a world where that aspect of an employer employee relationship is behind and we need that to be improved. So, um, zero hour contracts, um, or over here independent contractor contracts, um, there's pros and cons to each of that. But fundamentally, um, I look at this as Louise has the right to earn a living and so um, I'm not wanting anything that's going to restrain that. So um, what does that actually mean in real terms? Well it means I need to make sure that the contract is fair and it also means that there needs to be really good relationships when we get the contract. Right. Um, it should be a win, win all round. Now underpinning all of that are values and standards and we each need to understand whether we're dealing with, you know, high end luxury and quality or whether we're dealing with massive volume turnover and where we are with that. Ah, and how does that impact what we're doing in those contracts that we're signing?

Speaker B: I think, you know the reality of what we might be facing over the next few years. You've mentioned a couple of times about AI and the thought of how that's impacting knowledge workers. And as that expands and we have this convergence between that type of technology and then physical form technology, robotics, humanoid robotics, those sorts of things that start to integrate into our workforce in other ways. So instead of oh, big factories, uh, and we have robotics there or we have different way of farming and we shift from lots of humans to mechanical to then other Roles and jobs, health care into, you know, all sorts of things, construction, uh, it's going to be possible to do with the blend of technology and AIs. And then there will be a choice, right, from company to company, contract to contract, employment to employment of do we hire, ah, this human workforce or this humanoid workforce in some of these. And there'll be this transition and blend of those, uh, of those phases in organizations and companies. And so I think, you know, when we try to envisage what's coming, it's very hard right now. Right? There's so much, um, in many pockets of the world that is equal measures of exciting. Exciting and frightening.

Speaker C: Right?

Speaker B: And I'm curious in terms of, you know, you've focused heavily also on adaptability and, you know, you're part of our community, you've trained in it of those, uh, into our methodologies. When you're working with organizations, what are you working to solve? What are they coming to you with? Is it this transitions? Is it restructures? Is it coaching? What is the problem that you come in to try and work on and work for?

Speaker C: So I think that career transitions that we have known, um, has now morphed into career transformations. And so that is a significant change.

Speaker B: What do you mean by that? Tell me, um, describe what that change.

Speaker C: It is a complete change. So the majority of people coming through are making a complete change.

Speaker B: So that is a completely different career.

Speaker C: Completely.

Speaker B: What it means. Okay, yeah.

Speaker C: Or it means, um, you know, stacking careers that are, uh, related but different, that add to that, enhance that person's, you know, career trajectory. Um, and so with organizations, it's about finding that human element again. And I think that people in massive change, when something happens, like when Covid happened, like when Princess Diana died, in these moments of massive change, people do go back to finding the essence of themselves in that they draw on something that's very human to be able to deal with that. And I felt that, um, you know, I'm not going back and looking at history and things as I'm dealing with the thought that wouldn't it be a great idea to send these humanoids or robots, um, into space instead of humans or whatever the, you know, the wild ideas that we're having. Are they wild? Um, and so, um, really it's about putting people first is what it comes down to, and realizing that when there's a massive change, it's also an opportunity. And investors know this, don't they? So, um, this is an opportunity. It's an opportunity for change, for the good. Um, and that's the way that I've been looking at this. Not just from an organization level, but from a. What do I believe in? And um, legacy.

Speaker B: I think it is a real challenge, isn't it? Depending on the. You mentioned the word values earlier. The values of the individuals in the organization. And a lot of it is driven by the economics and you know, shareholder value and then balancing that with human and humanity and what kind of legacy. We've seen big bold moves with companies like Patagonia, for example, and we now see different structures than LLCs, PLCs. With the B corp movement coming in to think about how do we holistically look at building value and wealth and progress as a species. I think we are at a turning point of that where uh, I agree with you and I like this vision and idea of in real life, human connection, humans coming together, that I think we'll see a resurgence of that and we'll see a blossoming of it. At the same time as a. We can rationalize, let's put things, these, you know, new technologies into where it's dangerous, where it's dirty, where it's disgusting, where perhaps we've uh, marginalized parts of society to go and do those things. Let's upgrade them and allow these others. The challenge is for some of those people, that was who they are and it's taking away a part of their identity and value wherever in the chain that is and how high it goes up. The challenge now is it's starting to potentially go higher up and take away from an accountant or take away from a lawyer or somebody who held themselves and society held themselves into esteem. Teachers, you know, oh, I hold myself into high esteem now if we're reevaluating that and re establishing that and say, oh, my grandchildren, are they going to get a better education not from a human teacher, but from a, you know, AI piece of technology? They're different types of education, different types of experience and the blend of those things where humans are abysmal at some parts, but they're brilliant at other parts. Now we have this choice, but it's in the transfer of that where there's the friction, I guess, and that's where there's opportunity.

Speaker C: Yeah, I think so.

Speaker B: And I'd like us to think about those individuals and you have this kind of uh, framework, slash phrase in and around, imagine, align, believe, create of those. Can you walk me through that a little bit more? And what led you to some of those, uh, sort of words and phrases, uh, around what you do.

Speaker C: You're just asking me a really difficult question.

Speaker B: That's not a difficult one.

Speaker C: So, um, as I was going through a life transformation and I had my own coach, I was inspired by that and I undertook. You would not believe how much learning I undertook during that transformation. So, so much. And really I realized that that was the process, the creative process really, um, is, is that ah, imagined and then align and believe and create. And it, it's quite deep. Um, and um, involves what? Creativity involves faith, it involves relationship, it involves, uh, values. Um, and I almost go through that thought process when I'm choosing who do I want to work with.

Speaker B: It's interesting how we curate and create things. Right. A lot of it is from our own experiences. You know, when we, when we go through something, we can start to then process it and compute it. And then when we train and support others, that gives us another depth, another layer. And it's often, I think one of the most challenging things is to take complex experiences like a transformation. And you mentioned earlier, every person you meet, their situation is unique. It's like a thumbprint. But yet these frameworks help us to uh, move through, to help go through some of the, uh, components of a transition that makes it understandable, repeatable, and actually a way in which we can prepare ourselves for a future that makes us smile.

Speaker C: That's right, absolutely. Um, if we can leave each person feeling better than they did when we first started to speak to them in whatever way that might be, then that's, that's it. Let's just take care of the person that's right next to us. And if every single person did that, wouldn't the world be a much better place?

Speaker A: It would.

Speaker C: And, and you know, the AI, um, and robots and all these things that are impacting us at the moment, um, it's very, it's scary if it's being applied in a negative way. And so my, um, philosophy of who I want to work with is we have to align. If we're not going to align, then I'm not going to work with you. And um, there's something quite strong underneath that, a determination that good will overcome evil. And, um, you know, believing in. Driven by love and world peace.

Speaker B: Yeah, it is. It's that fundamental kind of confidence that comes from knowing who you are and how you want to show up.

Speaker A: Right.

Speaker B: And then, you know, to filter, to discern, to decide who do I want to surround myself with. And that, uh, opportunity is in itself one of choice of adaptation. Where do I flex? Oh, I see. Some new things. I've undergone a transformation, I've undergone learning. These things have varied, but these things have stayed the same. Or these things are now my new uh, view of life. And I think that imagination, we need to be in a place where we can imagine and sometimes that even before there is a process of just self work, you know, doing things on ourselves to be able to open up, um, what could be possible to imagine new things. And I remember when I wrote Moonshot Innovation, I was talking about then, we're entering into an imagination economy where we're shifting, that all things become possible. Therefore what do we want to imagine? And you mentioned, you know, it's both exciting and fearful. AI insert, whatever it may be, it's who's showing up to point it in the direction of creation or destruction. Um, and it's, it's just a fascinating time to be alive. And I think one with. As time will tell, when we look back in history, some of the choices we make now are going to be really, really critical. And so if we imagine we're having a conversation a year from now, louise. So it's November 26th and you say it was just the best year Louise has had. What, what landed within Career movers? What were some of these projects you were working on, what was some exciting launches you had, what did you stop doing, what did you move away from? Just give me a picture of a year's time. Some of the moves that you're thinking of making, uh, of how you're showing up, how you're working and what adaptations are linked, uh, to that.

Speaker C: Any transformation, any change at all involves a fundamental change of your identity. And so one of the things, and I've been changing my own identity and it is a challenge. There's a lot of aspects to that. It's much better when it's with someone else, at least one person. Preferably though you have a group of people who can help you with that. And so for me with Career Movers, I'm at the stage where I realise that the framework that I've created and um, the programs that I'm offering within that that are attached to state of the art technology that meet the standards for, you know, ISO and GDPR and so forth, um, it's ready and I, um, now at the point of wanting a Red Arrows and Snowbirds team to um, make m. This now really take flight. So I'm at an exciting point really with it and that would be where I would like to go next. And with that, if you think about how Those pilots um, perform in the air, um, it would be difficult to know who would be the captain in that group because sometimes they're flying in a formation and then suddenly two will come out and go over the top or underneath and round the sides and you think oh my goodness, the precision of that is amazing. Well that's what we're dealing with. And when we can have collaboration between trusted colleagues um, in a professional, different professions that ah are overlapping with each other, um, and when we can involve government and, or be supported by government, um, and um, we're all in agreement of working for betterment and that there's enough for everyone. Um, I think we can each take turns at uh, being the lead in that. And, and that's, that's basically the way that I'm going to be moving ahead with this.

Speaker B: So this, this year ahead is one of collaborations, one of um, releasing a lot of what you've been building now is the opportunity for the world to engage with those things, with those services, with those products, with those pieces. So that um, is a challenge that many companies and businesses face right between oh what do I protect, do it all myself versus then abundant thinking, share, collaborate with others. It doesn't always work right. As you mentioned, one of your keywords, alignment. Alignment can appear aligned and then it can deviate as you go down the line. And often what I've seen in, throughout my life, entrepreneurial career, one of the biggest challenges of alignment is decisions. When it involves money and the, the challenges of ah, uh, we have all these values, we're aligned in all of these uh, areas and things. But when money's at uh, the fringes, when there's lots or little, it becomes very, very challenging then around what are the right decisions, what are the right alignments. So what are you, what are your uh, tips around good collaborations? What would look good for you ah, of your kind of non negotiables. If people are listening or inspired and think oh I really like the way Louise articulates of this human. First I'm interested to understand more about career movers. How do I engage with that? What are you looking for that would say they'd make a good. Louise, uh, would like to work with collaboration.

Speaker C: Mhm. Um, well I think if we're looking at the Red Arrow Snowbirds team, we're looking at individuals who have ah very specific expertise in something that would bring value to that team. Um and then with that the personality and characteristics of being able to know when to ebb and flow. Um and also I'm interested in anyone that, um, would like to consider being part of this launch by perhaps investing in the company. So we're at an exciting stage.

Speaker A: Yeah.

Speaker B: And raising investment, raising money, finding those partners again, that takes this balance of vision, uh, for you, of what are they coming, uh, to be part of. People invest for different reasons, to feel belonging, part of it, wanting it to exist, or financial returns, a variety of different things of why people invest, resource, time, expertise, money, uh, for that. And I think you're, uh, as you say, this energy and excitement that comes at creation. There's often, you know, dips, challenges. And one thing I've witnessed with you is this investment in yourself. Investment in yourself to be coach, to learn, to continually learn to show up in different places. And I think that's something I admire about you and many people in our community is, oh, we're not just, oh, give me, give me, give me. This is you show up. And I've seen that in lots of ways you volunteer in different parts, um, of your life as well. And that shows up. And I think people that are going through an identity crisis. Another piece that I've witnessed is if they volunteer and they serve just at a base level, it can reconnect with their value of I have value, um, and it's. It sounds quite challenging, especially when people are under financial pressure. But I've witnessed when they just show up when they volunteer in a few places, it' builds elements of confidence, uh, to imagine. And as we close out, I've got one other question after this. I'd just be curious of your experience around your own volunteering, why you've chosen certain things and uh, what you've learned from that in your own career as well.

Speaker C: Well, I have volunteered, um, and done volunteer work recently, fairly recently in the UK and, and also in Canada. But one of the things that I've reflected on through that is that, um, and obviously I am a mum and I've got, uh, two. Two kids that are in their 20s, both fortunately employed. But I have looked at the struggles of the young people, um, because of that. And the volunteer work that I was involved in in the UK was with youth. And it's difficult to get the experience to get into anything. And I have empathy for that. I have ideas of how we could solve that. And I have, um, companies in mind that I think could help with that. That's for the future. Um, what concerns me right now is that there is a rising rate of youth unemployment and also there appears to be a huge number of those youth that are not actually even looking for work. That's concerning, um, and there's youth suicide rates, youth, high rates of anorexia. Um, I haven't looked if there's a causation, uh, between unemployment and being able to get established themselves. And I don't want to look, frankly. Um, but have this in mind that we've got an issue at the start of the employment life cycle and we've got an issue at the end of the employment life cycle post menopause, women and men. Um, and I'm mindful of these things when I'm, When I'm going about and choosing where I'm focusing time and energy and where I'm learning things. Yeah.

Speaker B: And I think this boils down to, uh, many people that we have in our lives. We're, you know, multifaceted, complex people that we're curious about different things, we're passionate about different things. And one of the key challenges is what do we say yes to? What do we say no to, as you mentioned there? Or do I focus in at the youth because there's a big opportunity, big challenge, they need help. Do I focus at the end of the life cycle, uh, and focus there and all of these things. Everyone's faced with lots of what ifs, and that can be debilitating. I agree. The youth, uh, unemployment levels. Unemployment levels generally, I think are going to skyrocket beyond what we've ever seen. Some of the indications that I'm seeing and reading and witnessing and so this is a huge challenge for society of how do we reshape and readapt, um, the structures, um, and support networks and, and various things. And I've been excited by different countries doing different things in different ways. But it's again, being able to be grounded, still show up with grace, with smile, as you mentioned, with faith, with love at the center that we try and drive forward in, in. In these times. And one of the aspects that I ask every person on this podcast series is around unlearning and curiosity. It's, uh, a homage to one of the first guests around Curiosity. And it's about doing new things. New things. And it is. When was the last time you did something for the first time? And m. What was it, Louise?

Speaker C: Um, well, this year I have written and produced a gamified career transition program. And so I've embedded in that my experience. Um, it's a combination of, um, applied legislation, neuroscience, science. Um, I believe it's very uplifting. Um, it actually helps someone move along with their thought process in Identifying themselves and identifying what might be the best place for them in the future. Um, and it's gamified. I mean it's using this state of the art technology, which was a completely new thing for me. Now I look back on this gamified program and I think that by luck rather than by good management, I've actually discovered ah, a way to help people unlearn, um, and potentially impact hope, um, as well as, you know, helping somebody reinvent themselves with their identity. So I'm really excited about this, about this gamified program and, and I look at this as being my book. You know, when people say I've written a book, well, I'm, I'm an experiential learner, which is learning on the job, learn by doing cold. And um, so this is the equivalent of my book. Yeah, it is, yeah.

Speaker B: I love it. I love it. So if people are curious to go, oh, I want access to that. What is that? How do people get in touch with you? How do they um, you know, you know, uh, signpost this to somebody that they know? I am confident that every listener knows someone who would benefit from this. How do they get in touch? How do they find out more about this?

Speaker A: Louise?

Speaker C: Well, the Gamified Career Transition program is the first of seven journeys on the careermovers CA website. And so you can go straight into that website and um, you can choose that first journey which is with a, has a video of wheat grass. Um, click to start now and um, it's an automated sequence to get you into the program. Um, if you want to connect with me then um, please, you know, send me an email and speak to me about it.

Speaker B: So what's your LinkedIn? What's your email? You're willing to share them out and get them in the show notes?

Speaker C: It's very simple. Louise. Shipwayareermover. Uh, ah, the website will get you in Career movers with an s or just careermover ca. Both of those will get you in and on LinkedIn. It's uh, LinkedIn, uh, dot com in louisehipway. All small case, no spaces. Happy to connect.

Speaker B: Perfect. Thank you so much. Uh, it's been a pleasure to learn alongside you, have you in our community and I look forward to witnessing lots of exciting times for you and collaborations as we are all helping for this mission of leaving no one behind. AQAI and uh, it's just been an absolute joy today. So thank you.

Speaker C: Thanks so much. Thanks for having me. That was actually much better than I was expecting for my first podcast.

Speaker B: There you go. That's something. In fact, we're still recording. You could have said, what have I done for the first time, uh, lately Recording the first podcast. So well done, Louise. For first. Uh, got that one in the bag. I'm glad that I was your first host and hopefully this will give you a new opportunity and many podcasts to come. So thank you.

Speaker C: Okay. Thanks so much. I really appreciate. It's great to see you, Ross.

Speaker A: Do you have the level of adaptability to survive and thrive the rapid changes ahead? Has your resilience got more comeback than a yo yo? Do you have the ability to unlearn in order to reskill, upskill and break through? Find out today and uncover your adaptability profile and score your AQ. Visit AQAI IO to gain your personalized report across 15 scientifically validated dimensions of adaptability. AQ AI transforming the way people, teams and organizations navigate change. Thank you for listening to this episode of Decoding aq. Please make sure you subscribe on your favorite podcast directory and we'd love to hear your feedback. Please do leave a review and be sure to tune in next time for more insights from our amazing guests.