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Explore your curiosity - Interesting people with fascinating stories.
Life consists of three things:
-The stories we tell others
-The stories others tell us
-The stories we tell ourselves.
Blanka, welcome aboard to the show. Thank you so much for joining us today.
Speaker 2:Thank you for having me.
Speaker 1:I want to start with a really difficult question. What is the most difficult parenting point that you personally experienced?
Speaker 2:That you don't get a manual with a child when they are born. And we are not taught you don't go to school for parenting, so you are learning on the fly. So that's very difficult for every parent, I guess.
Speaker 1:Do think there should be like a license for parenting? Should people have to like pass a test to be parents?
Speaker 2:I don't think so, but definitely there would be less parents, I think. Because so many people would fail or they feel they would fail on that test. But I think we should bring more awareness to parenting.
Speaker 1:You know, you need to pass a test to drive a car because driving a car, you know, can be dangerous to other people. Raising children can be dangerous to other people if you do
Speaker 2:it It actually, it is. And it's very dangerous to yourself and to your mental health too, and to the kids too. But it's a beautiful thing. It's very rewarding, and it's very tiring. We all know that,
Speaker 1:who are So putting jokes aside, this is a really interesting point because it's an incredibly difficult thing. It's really dangerous, right? You can screw up somebody's life basically.
Speaker 2:Yes.
Speaker 1:You can screw up your own life. And you can screw up everybody's life who comes in contact with your child because you didn't raise your child properly. So this is probably one of the most dangerous things in the world creating human beings. It doesn't require a license which is on the one hand it's weird to even say that, but on the other hand you would like oh yeah we should have licenses to be parents but obviously that will never happen. So with this kind of weird paradigm let me ask you this.
Speaker 1:If you had to write that manual for parents, what would it include?
Speaker 2:Oh, it would be different for every parent. Why? Because we parents are raised differently. We were parented differently. We are coming from different cultural norms, the different cultural values, and we get different partners.
Speaker 2:So, and then you get the baby, you have your expectation that, oh, my baby boy or my baby girl will be this. And then you get something totally different and you have to be flexible. You have to adjust. That manual answering your question would be different, taking into consideration the parents and the baby they have.
Speaker 1:So, so no manual, I guess that makes me sad. But is there a framework? Are there the do's and don'ts? Are there rules to because we're going down this journey and there's so much ambiguity. Don't know what the child will be like.
Speaker 1:You have different partners. You're different. So I agree with all that. But there's got to be something that we can kind of a rule book to how we think about it or a framework. What is the guidelines?
Speaker 1:Maybe if we can't know, do exactly this and it will work. Is there a broader framework to think through?
Speaker 2:So my broader framework that I would bring awareness to parenting. Why I'm saying that? Because when you know your triggers, when you know yourself and you can answer the questions broadly that who am I? What are my personality types? Am I an introvert?
Speaker 2:Am I an extrovert? How I do recharge myself? And when you can answer those type of questions, you can flex your style, your behavior, and you can flex how you are raising a child. What's happening right now is that we are triggered left and right because we haven't healed our own past. And that's when you get a child and you're standing there and it's like, what am I doing?
Speaker 2:I don't know who am I. I don't know why I'm doing this. Or I don't know why I'm yelling like crazy when my kids are triggering me. So I would definitely bring awareness to parenting as a framework.
Speaker 1:Okay. I just had to take a minute to write some This is, this is, this is, there's so many important things we need to get into. Okay, so let's break this down because yelling, triggering, this is about really the parents staying in control And there's a few reasons why we want to do that. If we're not going to stay in control, we're teaching our children not to stay in control. And obviously being in control, while not oppressing your feelings, while not becoming a robot, or not oppressing them and then exploding later, and then that's the losing control.
Speaker 1:So so this is an important aspect of being a parent, because children, they experience the journey, it will push all your buttons. Yeah. We know this. It's like a monkey with a hammer going on a piano. It's like all the buttons So get so okay.
Speaker 1:So let's take this one at a time. You also said something about values, which I wanna get into. Let's start with the values and then get back to the yelling. Does does everybody want to be the same kind of parent? Does everybody want the same things for the kids or does that change?
Speaker 2:I still think that we all want our kids to be happy. And I don't like to say that. Because first of all, what happy means to us Yes. Might not be the same as for the children. And like being happy, it's like, it's fluid.
Speaker 2:What does it mean to be happy? What does it mean to be successful?
Speaker 1:Yes.
Speaker 2:So we are defining our success and our happiness, and we are passing that onto our child in a way that sometimes we are forgetting that that child is another human being with their own lessons, with their own karma, with their own past. And they are bringing here. And yes, going back to control, actually, you can control. Why, first of all, I would say that why we need that control. Because we are not trusting.
Speaker 2:Right. Or we were raised in the same way that our parents were controlling. My mother was very controlling, but that control comes from a trauma response.
Speaker 1:Okay. So we wanna break this down. So Yeah. First of all, does the if me and my spouse or you and your husband Yeah. Did the same things make you happy?
Speaker 1:No. No. Okay. I assume
Speaker 2:your mom's
Speaker 1:There's no reason for us to believe that the same things that me or my wife, that will be the same thing that makes my children happy. So this is the first problem. The second problem is that if we're gonna define happiness, do we as parents need to define that for our children or do our children need to define that for themselves?
Speaker 2:How I see that you are a guide for your children. So you have like a guardrail for them, so they are not jeopardizing or being like hazardous or safety for their safetiness, but you give some space where they can find their own way. So I see parents more like leads, but like a lighthouse, like a guide for the kids. So I don't think we have to define success for our children. We have to be there for them and we have to teach them in a way that they find their happiness, or they can define happiness and success later for them.
Speaker 1:Okay. So let's break this down. So for example, we kind of have these things that we all believe are related to happiness, but we're not sure really how it Probably none of us is really sure how it works and there's probably no right answer because for everyone it's different. So money is one of them, But then when we see my kid now, he's selling stuff on eBay. He's basically selling the whole house.
Speaker 1:Like he's like, oh, can I sell this? So so he's now kind of going through this journey of first of all, there's joy in the hunt. Right? This selling, the success of the deal, sales, that's But then what I don't like or maybe what I'm afraid of is this commodity commercialization aspect of it that money is happiness. If you see your child going kind of in a wrong direction or afraid that they're going in a wrong direction, how do you adjust to that?
Speaker 1:How do you kind of shine your spotlight a little bit?
Speaker 2:First of all, lead by example. So whatever kids are hearing from you talking about, for example, about money or about happiness or about love or about family relationships, that's what they are absorbing, especially in their first five years. Those are when their brains 90% exploding, like developing so fast. So whatever they hear you, even if they are not repeating, that's what they absorb. So if you are keep saying that, oh, money is everything, or money is just for rich people, or money is coming with blood and sweat.
Speaker 2:That's what they will absorb. And that's what becomes their foundation. And it's harder to revire that when they become adult.
Speaker 1:So this is interesting because you're pulling us back to our values. Because really through our own examples of what we do, what we say, but not what we tell them to do, but what we say then we do ourselves, we're setting an example. Our examples are set by our values, what we believe in. So now this becomes complicated because it doesn't matter what we want to do, it matters what we're doing by what we believe in. So then the question is, what do we believe in?
Speaker 1:What should we believe in?
Speaker 2:That's the soul searching part. And I cannot tell you, like, for example, you as what you should believe in. Because how I was growing up as an Eastern European coming from a former satellite USSR country, it came with like, we had to work hard for everything. And we didn't have the choice that The US had, for example, in the 70s or 80s. So I had to revire my brain that how I'm relating to money.
Speaker 2:And when you said that is like our values, it's like when you say something and how not you how you are acting, and if there is a discrepancy, kids are picking that
Speaker 1:up. Absolutely.
Speaker 2:So you cannot like smile on your face and just hate the whole thing because they are so sensitive. They pick up energy so much and they were like, no, no, no. Something is not right here. Yes. And they feel the tension.
Speaker 2:So for example, if you are struggling with the bills every day, or like you pay check to paycheck, they will feel that, Okay, mommy and daddy are tens about money. Yeah. So that's what becomes their norm. And that's their baseline.
Speaker 1:So here's what I'm learning from you. I'm learning that, or I'm guessing, tell me if I'm right. It might actually be a good exercise for you to kind of think through what are your values, maybe write them down and then think are these the values that I actually want for myself because maybe maybe you're not living up to some of your values, maybe you're not actually acting out those values and if those are truly important to you maybe you want to A) act them out and live them but B, in that way through leadership, through example, you will also give those values to your children. So do you think, or is everybody living their values, there's no problem here, or is this a problem?
Speaker 2:This is a problem. When I ask my clients, because that's how I start the coaching sessions with them, is like, write down your 10 values. And they are like, what do you mean? It's like, what is important to you? And I was like, I don't know.
Speaker 2:I know what I don't want, but I don't know what I want. So it's actually, you have to spend time. You have to have that, I know, especially as parents, have very few free time, but that five minutes when you are like warming up your coffee, that what is actually important for me? And do ask yourself, is it actually mine or is it coming from my parents? Because for example, is money is important for you.
Speaker 2:There's nothing wrong with that. But if also, if family is important to you, how can have that all that together? And is it yours or is it your should because my parents told me to have that value?
Speaker 1:So this is interesting because you're saying, you know, there's people don't know what they want, they know what they don't want. And I'll make a guess, I don't know if this is true, I'm not a psychologist, but our own suffering, our own trauma usually defines what we don't want, right? Oh, I didn't like that. Don't want that. So, so defining what you do want, that's actually a difficult task.
Speaker 1:That requires a lot of reflection. Why is that important? So why do we need to define what we want? Why not just kind of keep going without knowing our values?
Speaker 2:Because it's like going without a GPS in your life. You want to go to A to B, but you don't know where is B. So you know that, okay, I don't want C, D, E. Right. I don't want to go here, here and here, but where am I actually going?
Speaker 1:That's
Speaker 2:right. So when you write down your values, the top 10 values, and you pick your top three, that's when you are like, okay, this is what I would like to live with. This is how I would like to be show up in the room. And this is how I would like to show up for my kids.
Speaker 1:Okay. Now I'm gonna do something terrible to you. This is true. Now you used to be in HR. This is 100% true for companies as well.
Speaker 2:Oh yeah.
Speaker 1:Okay. So we're gonna broaden the scope. We're gonna make this complicated but interesting. And let's now talk about how that's true in companies. So companies also fail at this.
Speaker 1:They kind of we have individual people, so it's like a family of maybe let's talk about the founders and the senior executives. You have this family of maybe five to 10 to 20 people, right, depending on the on the company. And when I say this family, it's really the owners, right? Because if you don't own something in that company, you have nothing to lose except for let's say your salary, you're not really in the family, are you? But when you've put in five, six years of sweat equity and you don't want to lose that, that makes you part of the family.
Speaker 1:Otherwise you're an employee. So that family, and this is just a definition that I'm giving for the purpose of this argument, That family, so now it's not a mom and a dad and some kids, it's maybe seven, eight, nine, ten moms and dads, right? That makes it complicated. Now each of them have their own values, and maybe they don't know their values, they just don't know what they don't like, and yet somehow they need to lead towards what you were talking, you didn't call it this, but I'm gonna add this word, the North Star, right? Where is the destination that the family or the company, right?
Speaker 1:Company. Yeah. What's the North Star? So, so here's my argument. It's kind of difficult, not kind of, it's very difficult for two parents, right?
Speaker 1:Mom, dad, whatever type of family you have, to agree on the North Star and the values, but it's also, it's, it's, think about it, it's like 10 times more difficult for this family inside of a corporation that spent sweat equity to agree on the North Star. So, so let's break this onto two steps. Is there a process that you would recommend to help a couple to find and follow their North Star? And would that process be different, the same, or what would it look like for a company?
Speaker 2:So, very interesting that you are asking about corporations because the company I left was actually great with their values and they were standing in their values and they were talking about it day by day. And why I joined when I was living in London, because I felt part of, like being part of the family. And I left because I didn't feel part of being part of the family anymore, but the values. And I hope, or in an ideal world, how it would be that you are choosing your partner based on your values. Yeah.
Speaker 2:Because
Speaker 1:Who does some that again?
Speaker 2:Like okay. As as I told you, it's in an ideal world.
Speaker 1:Ideal world.
Speaker 2:Yes. But somebody twenty years ago told me that the good relationship is not just partnership, like friendship too, or being in a, an employee or an employer in a company, is when you know your values and your basic values are kind of, kind of the same or resonate or can live together. And knowing your partner's values is like, what can you make compromise with, or what can you not make compromise with? My husband is a very high introverted person. I'm at the border of introverted extroverted.
Speaker 2:So you, for example, you have to decide that, can you live with a fully high extroverted person, like as an introverted or not? Or where is that, that swaying that you can actually make, okay, I can tone down my extrovertedness or I can tone up my introvertedness.
Speaker 1:But extrovertedness, introvertedness, that's It's not a value.
Speaker 2:Correction. Yeah, yeah, yeah. Not value. So the
Speaker 1:value is really societal, how you value society and interaction with other people, how you value the opinions of others, right? So it's really I don't know what the right value for this is, but it's really how you perceive the opinions of others. Introverts kind of don't give a shit. Extroverts kind of want to please people, right? That's somewhat related.
Speaker 1:So what's the value here? How do we distill this to
Speaker 2:and So values is like, for example, if you appreciate everything like luxury and the other person is just a money saver and a nickel and dimer, how can you live with that? Can you live with that? That your partner wants to go to the five star hotel and buy luxury bags. And you are like, actually, you know what? The cheap one brand is enough for me.
Speaker 2:So these are kind of the values that you have to decide. Some people are great with actually living with different values, but they have to be aware. Again, awareness comes into the question that I'm aware that that's what I like. You can accept it, or I can try to change it or tone it up and down. Same with company.
Speaker 2:Many companies nowadays actually promote their values, or you can find it on their webpage. You can read it and you can decide that, can I live with that value? Is that important for me? Or is it in alignment with my values? So for example, I don't like the word work life balance because it feels like work is not part of life, but is like, is that a company value?
Speaker 2:Or they are like hardcore money success earners and chasers? Which one you are? Which one you would like to be?
Speaker 1:Yes. So, so here's a few problems. You go to the website, you read about their values, you're like, oh this is beautiful. You join the company, they don't live by
Speaker 2:their And this is not them.
Speaker 1:Yeah. It's not true. Is there a way to like, obviously you don't want to join that company maybe, because they lied to you. Is there a way to figure that out before joining? And let me bring this
Speaker 2:Very hard.
Speaker 1:Is there a person, right, your spouse, they say, oh this is my values. It's not true. How do you figure out that there's a discrepancy between maybe how people see themselves? They're saying, Oh, this is my value. I see myself like this.
Speaker 1:It's not true. You're not like that. How do we find that discrepancy if values are so important?
Speaker 2:First of all, my first problem with them, that you don't know who you are and you go into a relationship chasing something. You have our expectation. We have our expectation as you have towards a potential partner or spouse, or you have towards a company. And when they fail that, you are like, oh, it's your fault. And then things are falling apart.
Speaker 2:But there are signs on the way. First of all, I like to write letters. So when we were looking for our dream home, I wrote a letter that, Hey, this is you. And I write it down. So actually writing down a perfect partner, a perfect position is like giving you a focus, giving that GPS.
Speaker 2:And when you go into an interview, there are red flags usually. I mean, many companies, yes, it's like they promise the moon and stars and you go in and it's like, this is not it because it's a very toxic environment. Unfortunately, that's a trial error. And your tolerance level or risk
Speaker 1:You're level giving the secret away between the lines. We need to look for these red flags, right? That's the way that we find the discrepancy. Describe on their website that they value, I don't know, let's find an example and then some red flags. So let's say they want people to be independent.
Speaker 1:How would I and let's say independence is very important for me. Right? Okay. Looking for the micromanagers. Exactly, yeah.
Speaker 1:So this is a value. They say that independence is important. They're not going to micromanage you. How do you find red flags?
Speaker 2:So they want you to be independent, it can mean many things. It can be that you do everything and it's like, and they throw you into water and you are like swimming or drowning. That, okay, nobody gave me a tour how I should do this, or I don't know the company systems. And you are like, okay, this is actually not that fun. Yeah.
Speaker 2:Because independence sounds very, very fun, but I like interdependency more. So when you can be independent, but also rely on others. So these are the red flags when you like, okay, what does independency means in this company? You can ask questions and you can ask smart questions. It's like, okay, if work life balance is like, okay, how many hours you work a week?
Speaker 2:Yeah. If it's like sixty plus, that's not really low work life balance. So you can ask questions, but we are so desperate in so many cases. And there is this red flag on our own forehead that I need a partner. I need a job.
Speaker 2:Yeah. Which so many cases I understand, but the desperateness is blinding you to see exactly. Actually
Speaker 1:how How the hell does this is so, so important. So look, we need to go slowly here because these, you're just saying things that are like brilliant. And I'm afraid that the point won't come across. So so okay. So something really important that you said is that you can't be like, oh, do you guys have work life balance?
Speaker 1:Well, of course we have we do. Like, no.
Speaker 2:Yeah.
Speaker 1:What you ask is how many hours did you work last week? That's Or the how
Speaker 2:much holiday you had, like in the last two days?
Speaker 1:Much vacation time have you taken in the last quarter, right? So if you ask a directed question, which the answer is numeric, people have to decide if to lie or not and if they don't want to lie but the truth is ugly, then they will basically change the topic or give you a vague answer. This is a red flag. So if you ask me, hey Ari, how many vacation days? Oh, our work life balance is great.
Speaker 2:Okay, but you haven't taken a holiday for like three months or a year?
Speaker 1:But asked you what's how many days of vacation you've taken the last quarter? You said you're that's an evasive answer, right? That's a red flag right there. So so the other thing you said, I don't wanna stay on this point too much, but the evasive answer is not, you know, how you ask the question matters. Don't ask meta questions, don't ask the question about oh tell me about your work life no meta questions because I'll give you the bullshit answer.
Speaker 1:Ask specific numeric questions even. The other thing you said was absolutely brilliant and basically what you're showing is that there's actually we're lying to ourselves and in lying to ourselves we're not allowing the other person to speak truth, okay. I'm afraid justifiably to ask about work life balance, why? Because I don't want people to think that I don't work hard. So no, I just can't get the information out of you.
Speaker 1:So, so there must be a trick to this. Like how do we know to find red flags but at the same time not be afraid to portray something about us that isn't true, like we're lazy. So there's this really small point that we need to thread. I'm hard working, but I don't believe I need to work hard all the time. All the time.
Speaker 1:There's 30% of the time that I need to work hard. So I wanna show that 30% of the time I'll work my ass off, but then 30% needs to be normal, and 30%, maybe we can slack a little. So I wanna portray that as a value, but also I wanna find red flags. Now that's complicated. How do you do that?
Speaker 2:That's very complicated. And as people say then, when the company or somebody is is interviewing you, you are interviewing them You have to decide if you like this. You If for example, the direct potential direct boss is there or manager, do you like their personality? So, because that's when you can decide if you can work with them. If day by day, if you go to work, you want to spend time with them a huge amount of So time be the red flags is like, but here comes your value.
Speaker 2:If you value spending time with your family, you might not want to work eighty hours a week. And then that's, this company is not for you. Because even if they're like, oh, we hire you or we don't hire you, don't be discouraged if you failed.
Speaker 1:Wait, hold on. Hold on. Hold on. This is just full of pearls. So you said, oh, like, do you like your manager?
Speaker 1:Like, oh, then you could ask your manager, oh, like, how do you spend time with your family? You're not asking about work life balance. You're not asking about maybe it's a little personal, you need to tweak the question a little bit. Yes, But by asking that question like, oh, what fun thing did you do with the family recently? If their answer is I haven't had a vacation with my family for a year or the answer is no I'm working until 9PM, I work here so hard, that's a red flag, right?
Speaker 1:So and then the other thing like you're finding out about your boss or your peer or your employee or your board member's values. Do they value family? Do they value relationships? Do they value other people? So there's so much you can learn through this example of the question that you gave, right?
Speaker 1:You can get to know somebody through getting to know somebody you can get to know their values. Wonderful. So this is great. Let's go back to values. So now as a family or as an executive team lever, we want to define our values and we want to make sure we live by them because we understand if everybody lives by a different value that either causes divorce or people leave or companies break down.
Speaker 1:If it's a small company and one of the founder leaves, that's one of the top three reasons companies shut down, right? This is a huge problem. And if we're saying that companies can fall apart because of founders leaving, because values are misaligned, maybe this is an important thing to work on. How do we work on defining our values, making sure we're somewhat aligned, not totally, but at least we know different people have different values? And then how do we maintain the fact that these values are actually lived by?
Speaker 2:So I think, and I believe, or based on personal and professional experience, that values are not really shifting, but your life is obviously not constant. So it also depends that what period in your life you are, because maybe when you have like younger children, you want to spend more time, but when your kids are 15 or 20, or they are in college, you can spend more time working. So what I wanted to clarify that members might be leaving, for example, a company because their life is changing or they are in a life situation when they have to leave. So it's natural, it's life. But also like we have to take this fluctuation in life and how we can flex with that, that, okay, now I'm maybe asking my colleagues to take a little bit of more load until I have to take care of somebody in my family, and then I can go back.
Speaker 2:So values are usually constant if we find them and we find the real core values, without our limiting beliefs that we got from the parents or from other educators or
Speaker 1:from Okay. Other So you can't say limiting beliefs without us going and talking about just that for an hour. I'm going to ignore that you said that. There's something really important here, right? You know, you're talking about how people's values change with life.
Speaker 1:I thought something incredibly interesting is that we kind of think, oh we want, you know, the 20 to the 30 year old, they're in touch with the technologies, with the process, but on the other hand that 20 to 35, 40 year old, they're super busy with their own life and children. So it's almost like, well hold on, if you want somebody to work really hard, then when are they doing that? They're doing it between their 20s and their 40s. Well, no, that's not true because they're super busy with their family. So that's a weird thing.
Speaker 1:We don't think about it like that. We kind of think about, oh, if somebody's over 45, 50, maybe they're old and they don't know the technology anymore, that's an issue. But then you kind of think about, well, my own thing, where do I need to work hard? Oh, I need to work hard when I'm young, but actually that's not when you can work hard, because you've got all these That's other when
Speaker 2:you're raising them.
Speaker 1:There's some weirdness here that isn't necessarily how we see the world, right? There's stuff that is kind of different than let's say our assumptions. So that was the first thing kind of listening to you that was that was kind of eye opening. Wait, hold on. This is this is interesting.
Speaker 1:So if we kind of have this perspective of the world, then our values are shifting. How do we know that in that period of time for us and for the team around us, they're in a period of time of their life that aligns with the company and what they're doing and the company's values. So, because that's what you're talking about, that alignment between the group's values and my own. How do I know that? Correct.
Speaker 2:Checking in with yourself regularly. So being instead of reactive, which is in today's world is super hard because you get the information overload. You have your kids, you have your job. You can go, go, go. Checking in with yourself regularly.
Speaker 2:If you do it weekly, if you do it like three quarterly, doing your goals, setting your goals for the year. For example, at the beginning of the year, I set a word for my business because I wanted that umbrella term to be guide me. So being proactive, being annoying, because sometimes people are like, oh, this is touchy feely. I don't need this. I just have to do, do, do.
Speaker 2:But what does do, do, do means if you don't balance it out with the doing and the being? Well,
Speaker 1:I hope if one thing comes across from this show today is that the values and the feelings here are not a thing that you sit on the couch with a psychologist to feel better. They are actually tools to figure out are you going in the right direction? What's your North Star? Are you heading there? Or are you just heading away from everything else, right?
Speaker 1:And you don't really know where you're going, because that's, I think that's quite common. So I couldn't agree with you more, right? Staying in touch with, right, what are your values? How are you feeling about things? Because feelings really are, they are your yellow flag.
Speaker 2:That's what I wanted to say, that actually touching and checking in with yourself and about your feelings, if just want to push them away, oh, this is bad, this is frustrating, I don't want this, I don't want to feel angry. Those are actually just guideposts When along the you are out of alignment, it's like, when I feel frustrated, I know that I'm in alignment. I was like, okay, what do you want to tell me?
Speaker 1:Yes.
Speaker 2:In like invite your feelings in as much as they are uncomfortable because they are guiding you.
Speaker 1:Here's my argument, and we've totally run out of time. Here's my argument. This is so good. We have to have you back on the show.
Speaker 2:Thank
Speaker 1:you. Here's my argument. People judge their feelings. Yes. Don't judge your feelings because if you don't judge your feelings then you're basically recognizing what they are and you're recognizing the situation that you're in and you're recognizing how the situation is impacting you.
Speaker 1:That is amazing inputs, but when you judge your feeling what do you do? You're like oh I'm angry I'll put a smile on. But no, no! If you're angry then figure out why.
Speaker 2:Exactly. And we can talk like a whole another show about suppressed feelings and what they can cause, but don't push them away. Yes. Just invite them in. Usually I just invite them for a coffee or a tea, and I was like, okay, here you are.
Speaker 2:What do you want to tell me? It's very uncomfortable sitting right now with you, but I would love to hear from you.
Speaker 1:Oh my god, Blanka. We have not enough time in the day. I I actually have 10 more interviews. The other ones are with Emma, so I need to set her up, so we're out of time. There's one question we ask all of our guests, and I hope you had fun today.
Speaker 2:Yes, absolutely.
Speaker 1:If you had to go back to the hardest point in your life and give yourself some advice, what would that be?
Speaker 2:Oh, I just have chills. Trust your inner voice. It will be it will guide you. That would be.
Speaker 1:Blanka, thank you so much for joining the show. I appreciate you.
Speaker 2:Thank you so much for having me.