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Understanding Three Intelligences IQ EQ FQ – a conversation with Faris Aranki
11 Plays2 days ago
Faris Aranki the founder of strategy consultancy Shiageto.
Shiageto ensures the success of change management projects and strategy implementation by focusing on building competence across all three intelligences,
1. Intellectual Intelligence
2. Emotional Intelligence
3. Focus Intelligence.
In this episode of the Abecederpodcast The Independent Minds, Faris explains to host Michael Millward the what the three competencies mean. Listening to Faris Michael is prompted to reflect on his career. An activity that Faris cautious him may not be a pleasant one.
Michael describes the times he experienced managers acting without using their IQ, EQ, or FQ. They discuss the different behaviours that Michael may have witnessed if the managers had utilised their different intelligences at the correct time and the correct way.
They conclude by describing the everyday behaviours which demonstrate that a manager has all three of their intelligences.
Find out more about both Michael Millward, and Faris Aranki at Abeceder.co.uk
The Independent Minds is made on Zencastr, because as the all-in-one podcasting platform, on which you can create your podcast in one place and then distribute it to the major platforms, Zencastr really does make creating content so easy.
If you would like to try podcasting using Zencastr visit zencastr.com/pricing and use our offer code ABECEDER.
Matchmaker.fm If you are a podcaster looking for interesting guests or if like Faris, you have something interesting to say Matchmaker.fm is where matches of great hosts and great guests are made. Use our offer code MILW10 for a discount on membership.
Travel
Faris is based in London. Members of the Ultimate Travel Club, can travel to London at trade prices on flights, hotels, trains, package holidays and all sorts of other travel purchases. You can become a member at a discounted price by using my offer code ABEC79 when you join-up.
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If you would like to be a guest on The Independent Minds, please contact using the link at Abeceder.co.uk.
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Thank you for listening.
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Transcript
Introduction to The Independent Minds
00:00:05
Speaker
on zencastr Hello and welcome to the Independent Minds, a series of conversations between Abysida and people who think outside the box about how work works, with the aim of creating better workplace experiences for everyone.
00:00:23
Speaker
I am your host, Michael Millward, Managing Director of Abysida.
Exploring Types of Intelligence
00:00:27
Speaker
Today, I'm going to be learning about intelligence, not just one intelligence, but two intelligences, but three intelligences and how they impact organisational performance.
00:00:41
Speaker
As the jingle at the start of this podcast says, The Independent Minds is made on Zencastr. Zencastr is the all-in-one podcasting platform that really does make every stage of the podcast production process, including publishing and distribution, so easy.
00:01:00
Speaker
If you would like to try podcasting using Zencastr, visit zencastr.com forward slash pricing and use my offer code, Abysida. All the details are in the description.
00:01:12
Speaker
Now that I have told you how wonderful Zencastr is for making podcasts, we should make one. one that will be well worth listening to, liking, downloading and subscribing to.
00:01:23
Speaker
As with every episode of The Independent Minds, we won't be telling you what to think, but we are hoping to make you think.
Meet Faris Aranki
00:01:31
Speaker
In this episode of The Independent Minds, I am joined by Faris Aranki from Shia Ghetto Consulting.
00:01:39
Speaker
Hello, Farris. Hi, Michael. Great to be with you today. It's great to have you here because I am looking forward to discussing intelligence, but not just one type of intelligence and not two types of intelligence, but three different types of intelligence, which makes me wonder if there is a collective noun for intelligences.
00:01:59
Speaker
Um, good question. But we would see about that. I think sometimes we're just lucky to be showing some sort of intelligence at all. The bit that we edited out from the beginning shows that, you I'm not having my best day on that front with all the getting things mixed up, but we are here, we are now. But let's start, please, Forrest, by you telling us a little bit about Faris Aranki and how you came to set up Shia Ghetto Consulting and then we'll talk about the work that you do but please tell us a little bit about your history.
Faris' Career Journey
00:02:36
Speaker
Yeah I'd love to love to so yeah I am Faris Aranki I'm based in London
00:02:40
Speaker
in the United Kingdom and my journey has been very varied and involved lots of twists and turns. So like if I go back to the start a little bit, I actually started my career as a school teacher, high school teacher, teaching secondary school around the world and I taught maths and economics, had a thoroughly enjoyable time in some random locations in Latin America, the southern Asia and the Middle East.
00:03:04
Speaker
But then I eventually decided to move into the business world and I joined an energy company where I learned all about the intricacies of oil, gas, power, electricity and got really drawn to strategy work. So I ended up in their strategy team.
00:03:18
Speaker
And from there, it was a short hop into strategy consulting, um where I spent 12 years of my life solving complex problems for big organizations around the world. And then four years ago, i decided, you know what, I'm going to set up my own company because I saw a different take on strategy, which is using these intelligences or intelligentsia, maybe that's the collective noun.
00:03:41
Speaker
and add to to make companies more effective, to make them more strategically effective. And that's where Shearghetto was born. um And it's been great honor, great privilege and really fun to be leading this organization for the last four years.
00:03:56
Speaker
We've gone, well, we had a little blip at the start thanks to COVID, ah but we've been going from strength to strength ever since then. And I wouldn't have it any other way. Great. Could you tell us a little bit about the name Shearghetto? Where does that come from? What does it mean?
00:04:10
Speaker
Yeah,
Shia Ghetto's Metaphor
00:04:11
Speaker
completely. And so shiageto is the Japanese word for a sharpening stone. And it's actually a metaphor for what we do. You know, just like ah in with your knives and and scissors, they all go a bit dull after a while and you you'll have to reach for a shiageto to sharpen it.
00:04:27
Speaker
You might not have known it was called a shiageto. um But it's the same in business. We all go a little bit dull. Our strategy doesn't quite work the way when we get it out of the box and thinks it'll work.
00:04:37
Speaker
um It slowly gets dulled by a series of different ah barriers and and challenges. And so that's where we come in. We help sharpen your strategy. We help sharpen your teams.
00:04:48
Speaker
We help sharpen your business. So we are effectively a sheer ghetto for companies. And where the name came from, well, I was back in the day when I was thinking of a company name, I was really struggling with what to name the business. And I was trying a whole combination of English names and none of them ah either worked or were available. i mean, you know, by this point in society, loads of great business names have already been taken.
00:05:12
Speaker
And one day I was actually making dinner with a set of Japanese knives that I own and I needed to sharpen my main knife. So as I was, you know working away on my whetstone, it just dawned on me this was a perfect metaphor for my business.
00:05:25
Speaker
And so then I lost about four hours of my life researching shear ghettos and um and sharpening stones because the Japanese have a whole culture around it and there are websites dedicated to it. And what i discovered is that the the stone you use for the finest sharpen at the end is called the shear ghetto and hence why I named the company after That's very interesting. We could go into the history of the The name Abusida, but I've covered it on other podcasts and I'll encourage people to go and listen to those as well.
Strategy as a Sharpening Process
00:05:54
Speaker
But one of the things that you mentioned there is that the final stone that is used in the knife sharpening process yeah is called the shiageto. which makes me think immediately that this is not sort of like a single activity, one-off type of process. The the strategy is multitude of different operations in order to get to the point where you can do the finest sharpening of the blade.
00:06:27
Speaker
Yeah, I think you're you're spot on. And if we all look at um whatever we're trying to achieve in life, we will see big barriers and we'll see we'll also see some small barriers.
00:06:38
Speaker
Now, which ones you go and tackle first is entirely up to you. um Now, I'd always highly recommend going and tackling your biggest barriers to making your strategy more successful.
00:06:49
Speaker
and But even removing one of those barriers is going to make you more successful in life. But you're right. It's not a just do one action and everything will be great.
00:07:00
Speaker
It's a it's a series of actions, series of dig under the surface and you will get and better results. So you've got to think strategically about strategy it's and how you implement that strategy, how you create the strategy is a strategic process in itself because it has all of these different stages.
Challenges in Strategy Execution
00:07:22
Speaker
And completely. And, you know, if I go back to my old world of life as a strategy consultant, so effectively I was a big brain and the teams I worked in were big brains who were paid to solve complex problems. I e come up with strategies and and you a lot of people could say that's one of the biggest building blocks or one of the biggest hurdles to overcome.
00:07:43
Speaker
But actually what I discovered in 12 years of doing that was if you design a strategy for somebody else and then dump it on them, they are very unlikely to accept it in its totality or you know and or go about enacting it exactly how you intended for a variety of reasons. and And I became fascinated by this because actually when I looked across my 12 years as a strategy consultant, I'd say less than 10% of the strategies we developed were ever enacted in in their totality.
00:08:13
Speaker
And I became fascinated by this. you know What was dulling the strategies? What was making them less effective? And it was a combination of human resistance, people being too busy, people you know politics in the boardroom, people not understanding things.
00:08:31
Speaker
So there's all these different drivers that are holding back good strategy that if you can help resolve, you will get a much cleaner, much better result. And that's where we operate today as Shear Ghetto Consultants.
The Three Qs for Success
00:08:43
Speaker
Yes, and that takes us nicely into the three intelligences or three intelligentia intelligentsia, as ah you suggest is the collective noun.
00:08:54
Speaker
can What are the three different types of intelligence that you use at the sheer ghetto? Yeah, we like to break it down into the three intelligences, as you say, or the three Qs, as we call them. and There's not Qs from James Bond. This is IQ, which is intelligence quotient.
00:09:13
Speaker
EQ, emotional quotient, and FQ, which is focus quotient. So I'll just unpack those a little bit for you. right Now, to be successful in life is what we say is you need to have a vision or an objective, okay? Where you want to get to in life, what you want to achieve for your company.
00:09:29
Speaker
And if you haven't got those, spend a lot of time shaping those. But once you have it clear in your head, okay, we want to we want to do this, you know we want to conquer ah this country, we want to launch this product, we want to make employees happier,
00:09:42
Speaker
OK, the first step is the IQ. It's all the ideas that will get you there. Come up with the best idea. but How you do that is by having a range of good ideas, picking the best one, stress testing it.
00:09:53
Speaker
And there you go. Right. And so if that if that's your if you're not good at that part, that's where we can help you. We can help improve your IQ around strategy. But having a good idea is not enough.
00:10:05
Speaker
I agree with you. When you say having a good idea is not enough, that's where, when you say only 10% of the strategies that you'd worked on in a previous life had been implemented in their entirety.
00:10:20
Speaker
Yeah. That's part of the the challenge is that people focus on the IQ. We have a great idea. Yeah. And they might come up with great ideas for implementing the great idea, but it falls down because of, like you were saying a few seconds ago, all the various different human side of the equation, the emotional side of the equation, haven't been considered.
00:10:47
Speaker
in the iq the great the fantastic the brilliant idea and yeah that's the second of the of the cues the the that or the human side of it perfectly yeah exactly thinking about that you know human side thinking about how others are going to interact with your idea taking them on the journey with you is what i say right And it's immensely, ah that's you know that's the hard yards part, the EQ.
00:11:13
Speaker
and And many people forget that. they For variety of reasons, not not maliciously, but they don't talk in the language of the people that they need to to understand the idea.
00:11:25
Speaker
and They don't simplify things. They don't think about all the consequences and all the trade-offs people going have to make at embracing the ideas. And that's where having good EQ, emotional quotient comes in.
00:11:37
Speaker
And that's where we help a lot of lot of leaders, a lot of businesses. That's as simple in many ways as asking before you start to talk to someone about a change or a strategy or different approaches, you've got to answer that question, what's in it for me?
Motivating Teams for Strategy
00:11:54
Speaker
What's in it for that person? You know what's in it for you.
00:11:57
Speaker
You've got an objective that you need to fu fulfill. But in order to fulfill your objective, you need other people to buy into it. And to get buy-in, you need to demonstrate the value of buying in to those individuals and to those teams.
00:12:13
Speaker
Yeah, 100%. Yeah. You might get one person on a team buying into it, but if you've got one person who hasn't bought into it, then they can convert someone who has bought into it to not to returning the goods and they in the Christmas ceremony type of thing.
00:12:33
Speaker
I'm getting like this. I'm listening to you and I'm thinking about those times in my own career where I've been on change management teams, strategic teams, and our job has been to either devise the strategy or implement the strategy.
00:12:50
Speaker
And thinking you're listening to you, I am thinking because I'm recalling the terrible things that senior managers said, which turned people off the strategy that they had endorsed and said, this is what we want to implement.
00:13:04
Speaker
And yeah I can, I'm reliving it as you speak. So
00:13:11
Speaker
it is, it is like it's and peak PTSD. Yes, yes. Like one senior manager who said, like, if this if these objectives haven't been achieved in 12 months, I will resign. And because he said that before he'd got people to buy into it, their aim of the people was trying to convince moved from being, well, the difficult thing is to implement it and make this company successful.
00:13:35
Speaker
The easier thing to do with an equally interesting objective at the end of it is to for the objectives to fail and that guy has to has to resign or lose his credibility type of thing. It's like, and he he's, instead of getting everybody on board, he alienated everyone.
00:13:55
Speaker
yeah And it's just in a couple of sentences. And and potentially galvanised him the other way. Yes, completely. gave everybody who'd ever got a grudge against him ah reason to focus on his failure because he publicly associated himself with the objectives and gave...
Understanding Focus Quotient
00:14:15
Speaker
them a consequence of the failure on him rather than a benefit to the people that he needed to get on board to make those objectives successful yeah and i'm listening to you reliving it but uh the the third one of these intelligences or these cues is something that is new for me so please what is the third one So the third one is focus quotient. So you can have a great idea, right? And you can take others on the journey with you.
00:14:43
Speaker
But let's not underestimate, as we've just discussed, how difficult and those two s aspects are. But the third aspect is what really fascinated me is I know a lot of companies that have those two components, but they were still not successful.
00:14:55
Speaker
And the reason is they lacked focus and this focus quotient. If you are not able to provide the environment for your business to focus on what you have told them is important, they are not going to succeed.
00:15:08
Speaker
okay And I see this far too many times in companies who overload their employees or their teams by saying, actually, we have 100 important things we need to work on. i Human beings cannot work on 100 things simultaneously. So we need to, you know, if you're in a leadership position or if you're a great company, you remove some of those. You prioritize and say, actually, no, it is just these three things we need to work on.
00:15:29
Speaker
OK, and that's at a macro scale. And then a micro scale. Remove the barriers that are going to stop them from being successful. And that could be anything as innocuous as, a broken printer in an office that just delays everybody for 15 minutes as they go and kick it and try and get it to work.
00:15:43
Speaker
Or it could be not rolling out enough licenses for a new piece of software that you said is very important. Or it could be not providing the right tools and training for teams. and Look at what are the barriers that are going to stop them from achieving your strategy, remove them entirely, and they will flow towards what you've said is very important.
00:16:02
Speaker
So it is that focus. Yep. um both in terms of prioritization, but actual barriers um that we go in and say and help companies with. it So we're either helping with the IQ problems, EQ problems or the FQ problems.
00:16:17
Speaker
And that's the three Qs. Yeah. Now I said the FQ was something that was new to me, but listening to you explain it, It sounds like FQ is really like management and managers doing what they're supposed to do, and making it possible for other people to be successful rather than doing the work themselves or not doing the work themselves, not enabling other people to do it so that actually nothing changes, nothing
Facilitating Focus in Management
00:16:46
Speaker
new gets done. People are just
00:16:48
Speaker
rolling along as they've always done, putting up with, like you say, the printer that doesn't work properly or using software that is out of date or isn't the one that they're supposed to be using.
00:16:59
Speaker
its This focus is ah is a really good way of of summing up what the change manager's role is in a change process or what strategic manager's role is in a strategic strategy implementation process is it creating the environment and the conditions that enable people to focus on being successful on one objective or two objectives rather than lots and lots of different things focus focus focus yeah i get that focus entirely i think you're absolutely right and but but you know i would i would challenge your listeners uh that this also applies to them
00:17:44
Speaker
So everything, whenever we work and interact with a company, we talk about stuff the company should be doing, but stuff also that individuals should be doing.
Personal Focus and Effectiveness
00:17:52
Speaker
So on an FQ level, right imagine your own life. Imagine whatever you're about to do.
00:17:58
Speaker
Can you honestly sit down and say, i am 100% certain on what I need to achieve right now by doing this task? If not, stop. like Why am I writing this email? Why am I going to this meeting?
00:18:11
Speaker
Right. That's what your personal responsibility focus should be, is what do I need to get out of this? And what are the things that are going to stop me from being successful? Because so many of us have personal distractions that stop us from achieving, even in a small way every day.
00:18:25
Speaker
And that could be our phone buzzing, us checking social media. It could be by not having eaten and being hungry and our brain wondering to, oh, what should I have to eat? right So they're not really focused on the meeting they're in at that moment.
00:18:38
Speaker
They're not really focused on producing the best quality email they could write. and they Or they're multitasking. and That's a big one. So ah while I could agree on a macro level that companies should remove barriers, are individuals also working on their FQ to get the best out of themselves and make themselves more effective?
00:18:56
Speaker
and And I can honestly say for myself, it's something I struggle with every day and have to keep reminding myself. um ah But it's so powerful when you can get those things to align. Well, I feel i'm very reassured that I'm not the only person who can say that, yes, there are many days when I feel exactly the same sort way.
Strategies for Personal Productivity
00:19:14
Speaker
There's a list of things to be done.
00:19:16
Speaker
And sometimes you just don't know where to start. But... Way back in the early days of my career, worked with an ah HR manager who was in exactly that sort of situation. And his solution was to say, who can I afford to disappoint to today?
00:19:33
Speaker
Because I have to focus on something else. yeah I know I have to focus on that thing because it is the most important thing. But who am I going to disappoint today?
00:19:44
Speaker
And how am I going to manage their disappointment so that they know that I am not ignoring their need? It's just that I also have to deal with something else, which is a bigger need for someone else, for the organization.
00:19:58
Speaker
And then I can focus the time. And because you focus, things get done quicker. They get done better. And that starts to free up time. It's it's almost one organization that we're in big open plan office, but we we're all given baseball caps.
00:20:16
Speaker
And we' we're told like, if you don't want to be disturbed, to put your baseball cap on. And nobody was then allowed to interrupt you. just focus on what it is that you are doing. And,
00:20:27
Speaker
It's almost as if from what you're saying, we need to set the rules around how other people interact with us on those days. how when we Rather than having an open door that's open all the time, there are times when we all need to focus so that other people can then focus and things can get done quicker.
00:20:51
Speaker
it It starts to make an awful lot of sense. It starts to make an awful lot of sense. Yeah. Yeah. and And there's a lot of crossover between these
Enhancing Team Dynamics
00:21:00
Speaker
cues. So what you just said is having set rules.
00:21:02
Speaker
You know, a big thing for any team to do is agree ways of working or a team charter or something, which can help with both the EQ and the FQ and some degrees the IQ, whereas you go,
00:21:13
Speaker
Actually, I work best like this. You know, I like, you know, let's make an agreement out of the the ten team of 10 of us. We don't send emails after six o'clock. We don't we don't have any meetings before 9 a.m. m because I don't like that. You know, it's just's making those agreements and actually formalizing them to help you focus more, to help people work to the style and think about the impact on others.
00:21:35
Speaker
um And it's such a small thing. So I do that with all the teams that I work it with. you know Let's just agree a quick team charter um and we can refer back to it. ah But you know and it will help all of us by agreeing to the ways we're going to work together.
00:21:51
Speaker
Very much so, I totally agree with you. We can be much more effective if we understand how the people that we have to interact with are going to respond and going to respond to the way in which we prefer to work.
00:22:08
Speaker
Sitting down with a client and their team and just being in their space and realizing that, I love my client. They're great.
00:22:19
Speaker
They're fantastic. But I couldn't work with them all day like this. Will you please be quiet while I can, will you please be quiet so I can focus on this type of thing? It's like, but they're all, the way which they work was questions across the area and all sorts of things. I just thought, give me five minutes, just have quiet so I can focus on something. And it's just understanding how you work and how it's different to other people.
00:22:42
Speaker
then enables you to have that that conversation in an in a polite way and to build on on on understanding what everyone needs at different times.
00:22:55
Speaker
this is This all sounds really easy, but You know, talking about it sounds easy, but I'm sure, well, I know it's not easy to put these sorts of things into into action.
Leadership and Self-awareness
00:23:05
Speaker
What sort of challenges do you see organizations facing when they when they try to do it without support?
00:23:11
Speaker
Well, first of all, is the lack of self-awareness. They don't even realize a problem. You know, many leaders that I work with and um don't question the impact they have on a team as much as they should.
00:23:24
Speaker
They assume all the problems lie with their teams. you know a very common start to a conversation I have is, oh, Faris, could you come and work with my team because there's a problem with them? you know I'm fine, but they're not.
00:23:35
Speaker
And that's always's always a little bit of a warning sign to me that the leader doesn't have the self-awareness. So sometimes, yeah, the biggest problem is they're not even aware and they're just they're aggravating the situation, and particularly around some of the and the EQ aspects.
00:23:52
Speaker
Yes, I like ah sort of agree. I totally agree with you on that. I have spent so much time with managers where ah big the big challenge for them is that they haven't put themselves, they haven't walked a mile in the shoes of the people that they are intending to lead.
00:24:10
Speaker
So when they think and talk about their team, they do it from a viewpoint of the people in my team must think the same way I think. They must act in the same way that I act. They must have the same ambitions that I have.
00:24:25
Speaker
Whereas being a team leader, ah successfully leading a team means you have to accept and acknowledge that you are leading the team because you have that ambition. And not everybody wants to be in that leadership role, but they have other ambitions. And you mustn't assume that everybody wants to be like you, wants to have the same career as you.
00:24:47
Speaker
Enable people to be successful within their terms. Yeah. and you as a result will be more successful. You know, I often talk to people say, look, if you want to get further in life, the sooner you move away from the golden rule that you were taught as a kid, which is treat others how you want to be treated, and you upgrade it to the platinum rule, which is treat others how they want to be treated, the more successful you'll be.
00:25:14
Speaker
Okay. You cannot walk around just assuming everyone has the same set of values, the same sort of beliefs, the same way of doing things as you. But it is easy to to think that. So that is a common challenge that I find in companies.
00:25:27
Speaker
And and along alongside that... That's a really good way of putting it. Thank you. Alongside that, and the other challenge that i want see is people want a quick fix. So when I see companies do this themselves, even if they've identified the problem...
00:25:42
Speaker
They will then throw together maybe a team meeting or a one workshop and and put everyone through it and say, sit here, listen to this. Somebody will talk at you for two hours. Now everything should be fine.
00:25:54
Speaker
And again, human beings don't work that way. We don't suddenly change our behaviours because we've attended one workshop or somebody has talked to us and told us something. We actually need our hand held or we need things changed around us to enable us to be that successful. So and you know if we go back to the ah pithy example of the printer being broken,
00:26:16
Speaker
Just somebody putting a sign on the printer saying, this is broken, don't use it, isn't going to fix the problem.
The Pitfalls of Quick Fixes
00:26:22
Speaker
Right. ah But having somebody come and show you a workaround or even better replacing it on your behalf ah is going to be a thing. So in all these aspects, where I see companies going wrong is looking for the quick fix.
00:26:36
Speaker
Yes. Yeah. Quick fix. It's very often if you're looking for the quick fix, you're you're focused on the cheaper option and it's worth remembering that you get what you pay for and you pay for what you get in in these types of situations.
00:26:51
Speaker
And always worth, well, if you buy cheap, you very often end up buying twice. I'm full of all sorts of metaphors and analogies today. sir. You've really made me think. You really have made me think, Faris.
Connecting with Faris Aranki
00:27:05
Speaker
You've really made me think.
00:27:06
Speaker
And it's I'm sure you've made a lot of other people think as well. I'm wondering, of those people that you have made think, what is the best way to make contact with you? think there's two ways to make contact with me that I would massively advocate. One is come and visit our website, Shearghetto.com.
00:27:23
Speaker
um And so, you know, Shearghetto is S-H-I-A-G-E-T-O, but we'll put that in the links. And there's loads of there's loads of little tips there, loads of interesting case studies of...
00:27:36
Speaker
how you can sharpen your effectiveness. And the other place is come and look me up personally on LinkedIn. There's only one, Faris or Anki. I post there every day. um And so um I spend a large amount of my time there. So come and find me, carry on the conversation.
00:27:51
Speaker
And I'd love to hear about and some of the challenges that that your listeners are having and and continue the discussion. That's great. Thank you very much. I really appreciate your time and helping me make such an interesting episode of The Independent Minds. Thank you very much.
00:28:07
Speaker
Thank you, Michael. Thank you. I am Michael Millward, the Managing Director of Abbasida, and I have been having a conversation with the independent mind, Faris Aranki from shiaghetto.com.
Episode Conclusion
00:28:19
Speaker
You can find out more about both of us at abbasida.co.uk. There's a link in the description. I must thank the team at matchmaker.fm for introducing me to Varys.
00:28:30
Speaker
If you're a podcaster looking for interesting guests, or if, like Varys, you have something very interesting to say, Matchmaker is where matches of great hosts and great guests are made.
00:28:42
Speaker
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00:28:59
Speaker
So listening on 3.0 means you can wave goodbye to buffering. There is a link in the description. that will take you to more information about business and personal telecom solutions from three and the special offers available when you quote my referral code.
00:29:13
Speaker
That description is well worth reading. I'm sure that you will have enjoyed this episode of the independent minds as much as Paris and I have enjoyed making it. Please give it a like and download it so that you can listen anytime, anywhere to make sure you don't miss out on future episodes.
00:29:31
Speaker
Please subscribe. Remember, The aim of all the podcasts produced by Abbasida is not to tell you what to think, but we do hope to have made you think. Until the next episode of The Independent Minds, thank you for listening and goodbye.