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Called to Coach
Why Having a Best Friend at Work Is Important
Called to Coach

Why Having a Best Friend at Work Is Important

Webcast Details

  • What does it mean to have a best friend at work?
  • How does having a best friend at work foster employee engagement?
  • How can you help develop a workplace culture that encourages best friends?

Below are audio and video plus a transcript of the conversation, including time stamps.


Why is it important for you -- and multitudes of other employees -- to have a best friend at work? And how does having a best friend fit into the picture of engaged employees and workplaces? If you as an employee don't have a best friend -- or you as a manager don't see your employees developing best friendships -- how can you encourage the kind of atmosphere and culture where they will flourish? Join Hannah Lomax, Senior Business Solutions Consultant at Gallup, to learn more about this important workplace topic.


People that can strongly agree to having a best friend at work are 7 times as engaged.

Hannah Lomax, 12:10

When you are really close with the people that you work with, it just feels different. You're excited to go to work. You want to solve the problems that the organization are facing, because you care about the people.

Hannah Lomax, 24:49

Jim Collison 0:00
I am Jim Collison, and welcome to The CliftonStrengths Podcast. On this podcast, we'll be covering topics such as wellbeing, teamwork, professional development and more. Now enjoy this episode. This episode was previously recorded on LinkedIn Live.

Meet Our Guest on This Episode

Jim Collison 0:18
I'm here with Hannah Lomax, and Hannah, let's spend a little time getting to know you. Why don't you give us your Top 5, your role here at Gallup?

Hannah Lomax 0:27
Yeah, absolutely. So hi, everyone! Thank you for joining, whatever time it is for you, wherever you're joining us from today. My name is Hannah. My Top 5 are Positivity, Futuristic, Learner, Responsibility and Focus. Like I said, Woo at No. 6. I hate to leave that one out. My technical role is a Senior Business Solutions Consultant. I've been with Gallup for almost 3 years now. But what that means in, I think, kind of human language is that my job is to partner with business leaders to create organic growth for their businesses. And we do that through their people. So we help them to create employee experiences that really win.

What Is the Q12® Survey?

Jim Collison 1:02
Yeah, I love it. You're, you work out of the Shard in London, which is a beautiful building. I'm hoping to get back there at some point to see you, just because I have so many friends there in the in the offices. Even though I'm here in Omaha, you're there in London; we still work hard at building those relationships. We're here talking about why having a -- and this is the word that I'm going to put in quotes, air quotes for those listening on audio -- "best friend," right? Why having a best friend at work is so important. And we measure this in our Q12® assessment, our engagement survey that we, that we've done some 85 million completes on or something like that. Hannah, talk to us a little bit -- for folks who don't know what that Q12 survey, give us a kind of a brief overview of that. And then we'll dig into this best friend question.

Hannah Lomax 1:48
Yeah, absolutely. So the Q12 is the metric that we use to measure how engaged an organization is. And there are 12 items, as you may have guessed from the name, very creative, and they sit on a hierarchy that's a little bit like Maslow's hierarchy of needs. And it's a really, really incredible tool, because the way that this was built was done through a lot of rigorous research. And basically, the scientists were able to identify 12 psychological workplace needs that helped us to understand how engaged the organization would be.

Hannah Lomax 2:22
One of them is Q10, which is "I have a best friend at work." So all of these items you rate on a scale of 1 to 5, 1 being "strongly disagree"; 5 being "strongly agree." And we'll go into a little bit of depth, probably, today. But the extreme wording is there for a reason, right. So it's not just a friend, a good friend, a great friend. We kind of tested all of these. And actually to have that real sorting effect between high performance and low performance, the scientists were able to use this extreme wording to create that differentiation between questions that would create really high performance versus low or average.

What Does It Mean to Have a Best Friend at Work?

Jim Collison 3:01
Yeah, you know, and we, the, some of the questions, like Q01, I know what's, I know what's expected of me. Question 02: I've got all the materials and equipment to do my role. And then 03: I get the opportunity to do what I do best every day. I think from a workplace standpoint, that makes a lot of sense to people. Then they get to Q10. And it's, I have a, you know, Do you have a best friend at work? And there, for, there's a real reaction to this one, which, by the way, is what we're looking for. Right? That's the -- you mentioned that right? We're looking for that reaction. So why is it important? What do you think, as we use that term best friend, some people respond very negatively to that; they're like, Oh, I shouldn't have friends at work at all; that's work is work. And some people like everybody's -- this is like me, and maybe you: Everybody's my best friend at work, right. So what's, what does that mean to have a best friend at work?

Hannah Lomax 3:53
Yeah, great question. And I think just before I jump into that as well, to be clear, the great thing about the, the kind of hierarchy of those questions is, if people don't know what's expected of them at work, which is Q01 at the base of the pyramid, you want to fix that first before you worry about giving everyone a best friend, right? So we do give you some kind of guidance on that, if you work with us on employee engagement. But I think everyone's gonna have their own interpretation of what having a best friend at work means. And like you said, you know, often the misconception is my best friend doesn't work with me; it's actually kind of the other way round. So for me, when I think about some of my best friends at work, it's when I go in, and, you know, I look at my to-do list and think, Oh, boy, my Achiever wants to get through a lot of stuff today; I'm feeling a little overwhelmed. It's the person that I can turn to that actually can notice or sense that kind of apprehension to get all of this stuff done and says, "You know what, Hannah? You've got this! You're gonna be just fine." Or before I go into a big presentation or something like that.

Hannah Lomax 4:50
Some examples that I love of best friend at work are, you know, somebody that you're partnering with on a project gets a phone call. Your kid is sick at school. You got to go and pick them up. If you're, if you're friends with them, but you're not that close, their to-do list is probably not something that keeps you up at night. But I think, you know, I can speak for us, Jim, if you had something that you, you knew you had to get it done, and you called me and you were like, "Hannah, something's come up. Can you help me?" I would say, "Yes." And I'd like to think that you do the same for me too. So that's what I think best friend really refers to in this context.

Work Best Friend vs. Best Friend at Work

Jim Collison 5:22
Yeah. And it has a lot of interpretations. And it gets sliced and diced more than, you know, when we talk about the Expectation question, nobody, nobody tries to reword that; nobody tries to rework it, right? It makes a lot of sense. This one -- and Nate had, there's a good example of it Nate in chat. And by the way, if you have questions for us, you can drop them in chat. We'll bring them up. And producer Reilly is behind the scenes, making sure all these things are happening. So get your questions in there. Reilly, thanks for your work on this. Nate asks the question, Is the question really driving to ask if we have a work best friend? Because that's different than a best friend at work. Notice the parsing here. Hannah, what do you think on that, on Nate's question?

Hannah Lomax 6:03
Yeah, great question, Nate. And I think this is where, you know, we see the workplace needs and also trends really shifting. And I think people are much more their whole self at work now. And I think what, what that's doing, especially with some of the younger generations, is it's breaking down some of those barriers about, you know, having to put on a certain type of front at work; you know, you really can't be your whole self. So I would maybe challenge that a tiny bit and say, Actually, some of my best friends now that I have through work, I still call them up on a Saturday; I still see them on a weekend. You know, they still know about my life kind of outside of the four walls of work. So I think, to answer your question, they might be perceived as different things: work best friend and best friend at work. But it's really about the closeness of the relationship. I think, you know, it's that trust, that dependability, that reliability, that safe space. So I think you can kind of wrap the bow around it in any way you like.

Creating Conversations About Engagement

Jim Collison 7:01
Yeah, that safe space. We've been spending a lot of time thinking and talking about psychological safety coming out of the pandemic or through the last couple of years. And I think it, that plays a part in this and someone who you feel very safe with. And yeah, you can have best friends outside of work, but, but how about that internal person who understands what's going on, both in your personal life and in your work life? And for me, those are the same things, by the way; they don't, I blend all that together. So having a, you know, for me having best friends -- and I, I even interpret that a little bit different. I mean, I know we say best friend, which a lot of people say singular. And then, like, Can I have more? So again, the, what's great about this, Hannah -- and let's talk a little bit about the research on it, as we spend some time thinking about this -- what's great about it, it's not the, it's not the question itself that's as important as the conversation that goes on, right? The Q12 is really designed to create conversations in the workplace about engagement. And so having that conversation with teams or individuals about those relationships, I think, is important. What's our, what does our research also say about some of those things?

Hannah Lomax 8:13
Yeah, absolutely. So we know that there's a fundamental human need to belong, to be liked, to be accepted, to have kind of human connection and close relationships. So if you try and create a culture where, you know, you leave that at the door, and you're just there to get the job done, you're not, you're not creating an environment where people can bring their, their whole selves to work. So we know from kind of psychology research that this is incredibly important, and it's human nature. But I think there are two aspects of kind of the Gallup data around having best friends at work. So one is that social aspect that we've just talked about there, you know, that kind of need for human beings to be around other people. But also, the research tells us -- and it's no surprise, when you really kind of think about this and tap into it -- that the outcomes correlated with having a best friend at work, they're kind of game-changing, right? So there are fewer safety incidents. You find that people are more likely to stay at the company. You know, I know that if any of the best friends that I have here at Gallup were to turn around and said, "Hannah, I'm thinking about leaving," I would say, "You are joking me. There is no way that is happening! Talk to me, let, you know, let's kind of unpack this a little bit further." I'd fight really hard to make sure that that doesn't happen.

Hannah Lomax 9:24
Whereas if I just kind of knew them because they were the other side of the screen sometimes, I might not be invested in that relationship as much. Lots of the data is also around kind of, you know, if they recommend those places to work as well. So you think about that kind of ripple effect -- if somebody's super positive about their organization, especially in a very competitive market where companies are struggling to hire, and you've got a friend, maybe from a different organization who seems to spend quite a lot of time doing social activities with colleagues, it's gonna make you think, Wow, that's actually quite a fun place to work. Tell me more. Is there a job going? Who can I speak to, right? So there's some data around that as well, in addition to kind of the higher business outcomes that we see, when you do have organizations where there are cultures of best friends that exist.

Jim Collison 10:09
Yeah, we're going to talk a little bit about how to start helping develop those inside organizations in a second. But a great example for me, of course, is, you know, I spent 7 years creating Theme Thursday with Maika Leibbrandt. Right. And we became very good friends during that time of recording. And I think you can kind of sense the relationship building over the years, because, you know, we have, each year, we have a season, right. And what that played out in was performance. Like, we got better presenting the information because we knew each other, right. We knew each, we knew how to work with each other; we knew how to tease out questions, right? The performance just went up. And, and so it was a great opportunity for us to be able to provide better content, right, for the community in what we did.

Developing a Workplace Culture That Encourages Best Friends

Jim Collison 10:58
And I just got an opportunity to recognize her for that recently. And that was also a piece, right, it plays into that, right? I drove 5 hours to go see her and, and spent some time in recognition. As we think about this Best Friend question I think some tendencies might be for, for managers to go, OK, we're gonna knock this question out. You're gonna have a best friend, Hannah! You're gonna do it now. Like, and we're gonna do a cocktail party, or we're gonna do, we're gonna have lunch together. Let's talk about maybe how we start thinking about developing a culture which allows or which encourages these relationships.

Hannah Lomax 11:42
Yeah, absolutely. And I think that the most important thing here is to really get clear on the why. So we come up against this every day, you know, people asking, asking Gallup, Why do we care if people have best friends at work? So I think that's that opportunity to kind of help them understand lots of the impacts that they will be able to experience, like that high performance that you just mentioned there, you know, the culture, the kind of magnetic pull that you'll experience. One that always sticks really well is people that can strongly agree to having a best friend at work are 7 times as engaged. So I think that's a pretty big number, when you think about it, if you, if you imagine the people around you, and that engagement just amplifying that; that's a pretty good start point.

Hannah Lomax 12:23
But in terms of kind of some of the tactical, day-to-day things that you can do, I mean, I'm all for, you know, putting on, you know, afternoon teas and cocktail hours and things like that. But you've got to make sure that they are what people actually want. So when we think about helping organizations who are focusing on actually any of the Q12 items, we want to refine and realign. So let's say we do this cocktail hour every Friday at 5 p.m. And some people are showing up. If you actually asked that group a couple of weeks later, How are you guys going here? They might say, Do you know what? On a Friday, I actually always go and see my friends. Or that's the night that me and my partner always cook dinner together. So it doesn't really work for me; can we think about something different that suits the diaries, you know. They might be picking up their kids from school at that time.

Hannah Lomax 13:10
So instead, the things that we kind of recommend from Gallup are to create the environments where people can truly build those deep relationships with others. So you might want to increase the number of touch points that we have, especially in this kind of hybrid world, which is, in many ways, amazing. Like Jim is in America right now, and I'm in London. And here we are, you know, having the same conversation with many of you from all over, all over the world. But you can increase the touch points just to get people talking. So in my team at Gallup, we have a weekly team meeting every Friday morning, and we do talk about work. But we also talk about what we've got planned for the weekend, you know, what did we enjoy this week, work and outside of work? So really increasing those touch points. And then I think also finding common ground between people that might open up the opportunity for a relationship. So when we onboard people, this is a really important time to kind of win them on, you know, their life and identity as part of the organization. So asking people things like, What do you like to do outside of work? You might find that John plays football. And, you know, so does Tim. And you should say, Oh, you should go and speak to each other. You guys both play football. Let's get us 5 a side going for the company or something. Right?

Jim Collison 14:22
Yeah, we, and we have those here. We have, you have to -- and what I hear you saying is, we need to provide a variety of experiences to allow those relationships to flourish. We're getting some great comments in the chat. Keep bringing those in and, and maybe the question I'll ask you that are listening: What has been an experience for you where a best friend has made a difference, right? Kathleen says, you know, I had my "work husband" who had, who was a trusted coworker that I could bounce ideas off of, right, because he had a different, he had different strengths than me. He had my best interests -- and that's kind of the key, right? -- my best interests at heart and knew I'd help him in the same way. Audrey says, It was great to have a trusted partner in many aspects of my life. Why not work? Right? Why not work in that?

Jim Collison 15:13
Hannah, I'll say this as well, just bouncing off of what you're saying. I think it's hard to create an atmosphere of friendship or relationships if our managers aren't modeling it, right. And I think sometimes we think our management teams, you know, it's a battle, it's a fight, it's a conflict. And yet those, those management teams really set the pace, right, they set the example for what's going on in an organization. And I think, managers, if you want, these kinds of relationships with those you're managing, you've got to model it in some way, right? You got to show -- you have to be, you have to be, you have to have a best friend at work, I think. You have to cultivate those relationships.

How Can I Foster Best Friendships at Work?

Jim Collison 15:57
Hannah, you mentioned, you mentioned me in the context of we actually get together every other week; just jump on a, jump on a call. You're in London, I'm in Omaha; we don't get to see each other very often. But we talk every other week. Yeah, there's some business in it. But it's really mostly just to catch up, right? Hey, what's going on your world? We don't have direct responsibilities. Your, your responsibility is very different than mine. I don't have to have that conversation. But we've chosen to do it because it works, it works for us, right? And some of the things that we do, that shared knowledge really, really helps out. What else can we do? And maybe even specifically thinking about hybrid, the, you know, hybrid situation that we're in now. What, what kind of things like that can we do to encourage those things to happen? Because they can't be forced; they can't be mandated. They have to just happen. What could we, how can we open those doors a little bit?

Hannah Lomax 16:51
Yeah. I think the, the kind of beauty of the technology that we have access to now is even, you know, I've got some friends who, if I see that their light is green on Teams, I literally just call them and I'm like, Hey, if this is a bad time, let me know. But if we were, if we were in the office, I would have grabbed you for a coffee, you know, or something like that or said "Hi" to you on the way to my desk. So just how are you going? So just kind of opportunities that you spot where you can have more conversations with people. You can take it to kind of the next level, where -- Jim and I were talking about this a little while ago, but -- what does the office setup look like? Right? So we always come in when we know that there's going to be some food put out on the tables, you know, maybe a glass of wine in the evening, for example. So how can you encourage people to come in and just spend time together with maybe no agenda? Maybe there's a reason to come in. I'm air quoting for those on the podcast. So maybe there's a kind of a subtle reason to come in, but getting people together more often.

Hannah Lomax 17:51
And then, you know, I actually did a Tough Mudder event with my team here in London, which was so much fun. And we actually did not talk about work. Like seriously, we just had fun. And I think out of those experiences, you do deepen those relationships, and you learn things about people that helps you to look at them in a different way. You know, some of my team members, if I know that they've got some stuff going on, I'm just going to be mindful to lighten their load slightly that week. And I think that's where that kind of trust and respect for other people really can help. And Jim, you know, we come up with some great ideas. And I'd like to think if these ideas are not good, we definitely want to hear quickly. But we come up with some really fun ideas on our calls together where, like you say, we don't have an agenda. We just chat about what's going on. And, and here we are on LinkedIn Live together, you know,

Jim Collison 18:38
Yeah, yeah, no, those, those, I think sometimes those creative ideas come up when we're not forcing it, right, when we're not -- Hey, we're gonna get together and brainstorm. And sometimes you got to do that. Right? Sometimes you just got to say, Hey, we, we need some ideas; we need them now. What are we going to do? But I think in the context of those friendships, right, those, those looking out for each other, those having each other's back, that's a, that's a phrase we use in English, you know, "Hey, I've got your back." And, meaning that when, when things go down, I'll be there. And that, that, I think that safety net, that psychological safety net, knowing that I've got somebody caring about me, having my best interests in mind -- by the way, those are questions also on this Q12 assessment, right -- makes a difference in what we're doing.

Jim Collison 19:28
We'd love to hear, I'd love to hear in the chat like, what, specifically, maybe just share a few experiences you've had that's made a difference where you've had a friend or a best friend, if we want to say it that way, at work where that's, that's kind, that's made a difference. Hannah, let me ask you this question. I think it, it's, it's difficult to say you have a best friend without fostering that relationship, right, without those opportunities to do that. Is that something that can just happen? I mean, could I pick somebody to do that? Or let's talk a little bit about those, because this is where the human condition comes in. And it's not a perfect, like, it's not a perfect formula. We just can't say, Yeah, we're going to do this, this this, and then you're going to be my best friend. Right? What do you think about that? How do we foster those, those relationships?

Hannah Lomax 20:22
Yeah, great question. And actually, one of my best friends is based in Germany. So we have, we try and catch up every Friday. Now, I love pressure. So usually, the things that I had to do that week on my to-do list happen on Friday afternoon. And so sometimes I'm really, really tempted to cancel that meeting, because I'm like, Oh, this is just a catch-up with a friend, you know, I should deprioritize that. But we create that accountability. And at least in that case, you know, I'll call her and say, "I've just got to get this stuff done; I'm going to call you in an hour's time." And she's like, "Yeah, you better! You know, this is our time together." So I think create that accountability to nurture those relationships, if there are kind of barriers to doing so, or if you don't have the opportunity to spend time in person. But I think also having some, some kind of structure or organization to it can be useful. So I know, Jim, we've got kind of standing meetings in our diaries. I mentioned my weekly team meeting; some of the kind of fun outside-of-work activities have just become habits now, like, you know, the first weekend of every month, when we've all been paid, we go for a nice meal together. Things that can just become part of your lifestyle, really, can be helpful.

Hannah Lomax 21:33
And I think as well, just, just whilst people are sharing their experiences, it's important to think about connecting it back to the customer experience, too, for those of you who are in organizations. So I love going into a restaurant, right, where the staff just get on. And you can kind of feel that, that energy and that vibe, versus an organization, you know, maybe a coffee shop, for example; coffee shops are everywhere in London, and they're very busy. And when the team are stressed, and they're not getting on, like, trust me, you don't want to be waiting for your coffee, with any risk of more stress to your day, right? So you're just gonna go next door. It's the same price; it tastes the same. But if the people that you're around are nicer next door, you're just going to move. So you can connect it back to some of those customer outcomes as well.

Jim Collison 22:21
Yeah, man, I love that you brought that up. Because we sometimes talk about this in a vacuum, where the end goal is to have best friends. The actually, the end goal is better performance. Because I know, because I can, because I have best friends at work, I actually, I work better. It's, and in this case, you're really talking about a talent magnet. Like, when you go into that place, and you see those relationships working, you kind of think, Maybe I want to work here! Like, I mean, I got a great job. But this is awesome! Like we, you know, we all love to work in environments where, where everybody kind of likes each other and that, that atmosphere is. And, and you see it happening, I think, in all the travel that I did, and you watch, you know, you watch the flight crew get along, and you're kind of thinking, I could do this job! This would be great to be hanging out with these people. Right. And so I think we just have to remind ourselves in this that, that drives performance, right. That allows me to be a better version of myself, and have some performance.

What if Making Best Friends Is Difficult Where You Work/Manage?

Jim Collison 23:31
Keep sharing in chat. Let me share a few of these. Someone said, Several "best friends" who I can check in with, share frustrations, wins, questions, specific asks to help me or I can help them. This can be weekly calls, or even IMs through the week. We're there as an ally for one another. And I, at the beginning, you know, when, at the beginning of the pandemic, I scheduled some, some Friday, a Friday afternoon Happy Hour every Friday, virtually, with a friend. And we became really, really good friends during that time. And sometimes you have to be intentional about it, right, and saying, I think if you're around each other, a regular lunchtime. I remember I worked for an organization; every Monday we went to the same Chinese restaurant for lunch. Did we ever get sick of it? No, because we were super good friends. We didn't care what we were doing. We just wanted to be around each other. Hannah, in the few minutes, we'll continue to take comments or questions in the chat, if you want to drop those in. We got a few minutes left. Let's, let's boil this back down to the most important stuff here. Hannah, final thoughts, and what do you think, what, what do you want to leave people with on this?

Hannah Lomax 24:45
Yeah. I think there's a couple of things. So I think, you know, when you are really close with the people that you work with, it just feels different. You know, you're excited to go to work. You want to solve the problems that the organization are facing, because you care about the people. I was on a project with one of my friends this week. And, you know, I knew that she was, she was super busy. And she was like, Hannah, this, this project that we're on together is so important to me, because I know how invested you are. So it can drive, you know, the outcomes of even the things that maybe people wouldn't otherwise prioritize when they care about that their friends being kind of stakeholders in that.

Hannah Lomax 25:21
But I think that the most important thing to think about that I'd like to leave you guys with is, and Jim, we kind of joked about this, right? I've got Positivity No. 1 in my top strengths. So I'm like, Why doesn't everyone want to come into work and be best friends every day? But actually, I'm probably in that small percentage of organizations where the culture is really good. If you're questioning, Well, actually, why would I want to spend time with my colleagues and make them my best friends? Or if you're a manager, and you're thinking, Yeah, I can't spot any really close friendships within my team. What's the culture like right now? Like, Do you want to go and explore that a bit further? How are people feeling? Maybe some measurement around you know, the current state of where you're already at? Even the hiring processes, like when you bring people in, Why are they joining that organization? What's the experience that they want to get out of it? Because we know that work and life are completely blended now. So if you feel like you're not in a position where best friends is an option right now, maybe explore that first through measuring engagement or just finding out a little bit more about those barriers, and then you can get into the really fun stuff that we get to do.

Jim Collison 26:25
Yeah, and you alluded -- I'll leave folks with this -- and you alluded to this earlier: Onboarding is really the best time to start setting this up. Set the example. You know, I'll say managers, you've got to model it, right -- you have to. You got to model it. And then set up some onboarding things to set a culture of friendships, right, set a, saying, Hey, it's OK here. You can do that here, right, and set that up on onboarding.

Jim Collison 26:52
Hannah, as we, as we wrap this up, couple questions coming in from chat. So work best friends help with clarity and confirmation, especially when the office may be in chaos. Right? It, when everything else is falling down around, those relationships may be what helps people stay. Right. Candace says, Love that! Because I have best friends, I work better. Right? No, and that's, we know that from our data. And then Kimberly says, When I had a great team where I felt like we were all friends, it made me feel more comfortable being me and sharing ideas. And I think that is oftentimes what we see in the productivity lift is, I'm not going to hold back; I might have a great idea. And I'm not going to hold back, because I know I can trust the people that are around me. Well, Hannah, thanks for being my, one of my best friends at work. You and Ellie are a powerful partnership there. And I know you guys are, would probably consider yourselves best friends at work. And I consider you in that and know that I can always trust you and that we can spend this time together. And like 30 minutes just flew by as we did this. Hannah, thanks for, for joining me on this.

Hannah Lomax 28:03
Yeah, thank you so much for having me and for being a Q10 as well, Jim,

Jim Collison 28:08
You bet. I want to remind everyone, there are resources available for you around this and your strengths. Head out to and sign in. If you haven't taken CliftonStrengths, you can, you can purchase that and get that done today. Great opportunity. I mean, we've had just a small number take it; about 29 million or so. And so there's a great community around it, and we'd love to have you as a part of that as well. If you're listening on LinkedIn, have a great weekend. Maybe this is a time for you to reach out to someone that you want to include in your best friend circle and say, Hey, let's have lunch together. Right? A great opportunity to get that done. Thanks for coming out today. With that, we'll say, Goodbye, everybody.

Jim Collison 28:48
Thank you so much for listening to today's episode of The CliftonStrengths Podcast. Make sure you like and subscribe wherever you listen, so you never miss an episode. And if you're really enjoying this podcast, please leave a review. This helps us promote strengths globally.

Hannah Lomax's Top 5 CliftonStrengths are Positivity, Futuristic, Learner, Responsibility and Focus.

Learn more about using CliftonStrengths to help yourself and others succeed:

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