Our second podcast episode features our host, Jane Tweedy Founder of FAQ Business Training solo. Whole Brain® Thinking is vital to making informed decisions and communicating effectively.
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Disclaimer – All information provided today is general in nature. Please reach out to Jane for personalised advice.
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FAQ Business Podcast Ep2 transcription
Welcome to episode 2 of the FAQ Business Podcast. Today’s session is about Whole Brain® Thinking, and I’m introducing this concept to you to challenge the way that you think and to see if you can enhance your thinking process. And no, unlike the movie Limitless with Bradley Cooper, we don’t need to take any drugs to get us there.
00:27 About the FAQ Business Podcast
Welcome to the FAQ Business Podcast for growing small to medium business owners who want to make a positive difference. The FAQ Business Podcast covers four key pillars, actionable education, inspiring leaders, businesses like you for relatability, and thought leadership where we really challenge your thinking. It’s hosted by myself, Jane Tweedy, founder and lead trainer of FAQ Business Training, where we want to avoid you getting ripped off or ripping yourself off because of what you don’t know you don’t know. We’ll feature an amazing diversity of guests with lots to offer to educate and inspire you.
So let’s jump into today’s episode of the FAQ Business Podcast.
01:19 Whole Brain® Thinking is critical to communication, decisions and accepting others
I’m Jane Tweedy, I’m the founder of FAQ Business Training, and today I’m going solo on this podcast about Whole Brain® Thinking. Whole Brain® Thinking is something which I consider critical to your success, whether you’re talking as a business owner or as an individual, or a human in your whole life, it’s amazing how we think can impact how we feel and how we behave. It can also impact our decisions and the way we tolerate and accept others. So Whole Brain® Thinking is a massive area.
01:51 An episode on thought leadership
So this is definitely one of our thought leadership episodes. We’re really challenging you to think about the way, in this case, that you think.
02:00 An example of the power of communicating with Whole Brain® Thinking
Let’s start with an example a few years ago I asked my boss at the time to invest in a stall, so it was a stall at an exhibition and it was going to cost $500. And to me this $500 really seemed inconsequential and quite small.
So all I did was flick him an email forwarding the application for the stall, I just forwarded it to him and I said to him in these kinds of words ‘we’ve had heaps of clients from this group. I really would think it’s a good idea if we thank them by taking a stall at their event and it will be $500’ kind of end of story.
So I didn’t give him a lot of information. I told him how much it was going to be, but not a lot else. I did also, though, appeal to what I thought was his side of making money and showing an interest in this by saying to him he could also promote the other program that we offered because I was in one program, already got a lot of clients from that group, but the other program was completely untapped in the group.
03:07 Pitched from a growth and relationship perspective
So there was a lot of growth opportunity. So I pitched it from more of a growth and also from a relational kind of perspective. I hadn’t given him a lot of information from a planning perspective or from a numbers perspective.
03:24 He immediately said no for what I thought was a no-brainer
I just told him the $500, my use of the word heaps, and by thanking this group and things were just not things that related to him. So his answer was a straight out no. You already get clients from that group why would we need to support it?
And that was his response. And I’m like thinking wait a minute here, I just said you got heaps of clients from this group. And I knew he knew that because it was the one group I was allowed to go to networking events for that he would pay for because he knew that we got results from it. So I was thinking it was a no brainer.
03:59 I didn’t consider his thinking preference
My problem was I thought it was a no brainer. I also didn’t consider how he thinks, and that was my undoing.
04:08 I guesstimated he is heavily left brained
So what I did is I thought, wait a minute here, I just learned about a thing called HBDI® and Whole Brain® Thinking. I thought hmmm I think that this particular person is a blue and green person, a left brain thinker. So they’re all about the logic, the numbers, the plan, the facts. And I just hadn’t given him enough of that.
04:31 Sent a second email with facts and numbers added in
So what I did is I went back to him with a second email and I said, ‘I would like you to reconsider. And here’s some information that might help you make a better decision.’ And what I did was I included facts and numbers. So instead of using that vague thing heaps of clients, what I did instead is I quantified it. And I said to him, I’ve had at least 500 clients from that group or referred because of that group. And each of those 500 clients has at least 2 hours worth of meetings with me 500 x 2, 1000 x by the amount of money he was making per hour under the contract for those sessions.
And basically, that was leaving a 6 figure hole in the balance sheet, pointed that out to him and said, you know, $500 for the sake of this amount of money, what do you reckon? And he came back in like seconds, yep, we’ll take the table.
05:41 Why did the second email get an emphatic yes?
Why did he have such a strong reaction when I gave it to him the second time versus the first time? because I communicated to him in a way that he understood. He deals with facts, figures, and plans. He does not deal with airy, fairy conceptual ideas and people. That’s not his thing.
06:03 Whole Brain® Thinking is about preferences not capabilities
Now, that doesn’t mean, you know, he’s not a nice person or anything like that. This Whole Brain® Thinking is not about your capabilities. It is not about what you’re good and bad at. It is about what is your preference for thinking? Where is your go to?
06:17 Where does Whole Brain® Thinking come from?
And that is what Whole Brain® Thinking is about. Where does Whole Brain® Thinking come from? And why is it in existence and how does it work?
06:25 Developed in the 1970’s by Ned Herrmann
So Whole Brain® Thinking was developed in the 70’s by a gentleman by the name of Ned Herrmann. Ned was the general manager of leadership and development at General Electric in the US, and he was really fascinated by the whole who am I kind of questions, and how does the brain work and how does it impact how we behave?
06:47 Reviewed brain studies including Roger Sperry’s
So what he did, was did a whole bunch of studies related to a couple of key people at the time. So there was a couple of key providers of brain theories. There was Roger Sperry, who was a Nobel Prize winner and he came up with a split brain theory. That there was the logical left versus the visual and feeling right side of the brain.
07:08 And some theories which were later somewhat discredited
He looked also at Paul MacLean’s Triune Brain, the reptilian, limbic, neocortex, cerebral type brain approach. And although that one, in particular, has been somewhat discounted now, they’re all the factors that Ned Herrmann put together created his version of Whole Brain® Thinking. This has been expanded out over time, and he developed the HBDI® or the Herrmann Brain Dominance Instrument®.
I am an HBDI® Certified Practitioner.
07:41 Whole Brain® Thinking divides the brain into four quadrants
What all this means is that the brain he divvied up into four quadrants. He divided it into four quadrants, and he says that every person has to be dominant in at least one quadrant. Some of us are dominant in two quadrants, like myself, many people are in that camp.
08:01 Everyone has dominance in at least one, but can be all four quadrants
However, some people, they might have three quadrants are dominant and some might have all four fairly equally dominant. Now that on the space of it can be a good thing because if you have all four quadrants, it’s saying that you are effectively a Whole Brain® thinker. But there is a downside to Whole Brain® Thinking.
08:24 Whole Brain® Thinking in one person can have its downside
If every time you look at a situation and you’ve got to look at every single aspect all the time, and then once you’ve kind of filled one and another thing crops up, you might get to a situation where it’s really hard to make a decision. So if you’ve ever felt like that, it may be because of this factor.
08:41 Quadrant A – blue – analytical and factual (upper left)
The four quadrants developed by Ned Herrmann include the blue, the upper left, which is the rational, analytical, logical, factual part of the brain, the brain that the guy I was talking about before that was his dominating part of his brain.
08:57 Quadrant B – green – sequential, risk adverse and planned (lower left)
Then you’ve got the green also on the left side, the lower left, and it’s about safekeeping. It’s about being risk averse, it’s about being organised, planned, and sequential. And those that’ll know me know that that’s not my dominant point, that’s for sure. Which is quite funny that I was an analyst of operational risk control and worked for the Earthquake Commission as an investment analyst back in New Zealand. But I am very dominant with analytics, so that top left portion of the brain.
09:30 Quadrant C – red – relational and emotional (lower right)
On the right side of the brain, we have the red or the relational, feeling, interpersonal, spiritual, emotional, part of the brain, and then we also have, that’s the lower right.
Quadrant D – yellow – conceptual and experimental (upper right)
And on the upper right, we have the conceptual, the idealistic, the experimental part of the brain. And again, those that know me will recognise that that part of the brain is definitely something that I am strong at. I’m always coming up with ideas, always thinking of new, creative ways to look at things. And then from the analytical side, I can then analyse them.
10:09 Undertake an HBDI® profile and debrief
What you can do is you can actually undertake an HBDI® profile. What that profile does is it actually works out exactly where you fit, and it works out how you interact with others because of that.
10:25 HBDI® profile also looks at modes upper vs lower and left v right
So, for instance, for me, I am blue and yellow. So that is very upper brained. It’s very intellectual rather than being gut and instinct led at the bottom. But my left and right sides are 50/50. So I’m half on the left and half on the right. What does that mean? It means I can do all the detail and things, but I can also do the ideas.
I’ve always found that I thought it was kind of a conflicting thing, but it all explained it when I started looking at this, I was like, this is quite fascinating.
11:02 Why does it matter what our HBDI® profile is?
But why does this matter? Who cares what we label parts of the brain? Well, it matters because it comes down to the way that we think and the way that we tackle a situation.
11:13 If I ask you to write things your 10 dream home needs
So for instance, if I said to you make a list of 10 things that you would need in your dream home, OK. And I just say 10 things. I don’t give you any further guidance than that. Now you could choose a whole bunch of things that are all about the numbers, all about the space and the sizes, the money you’re going to spend, the interest rates, you could be all number driven.
11:38 Your brain preferences may influence your list
You could be all people-driven or we’ve got to have room to entertain. We’ve got to have room for the grandmother to come and visit. You could be very people-oriented, who are the neighbours?
You could be coming up with ideas at all about the future. So the yellow brain thinking. So when we say future, is there room for this property to be sub developed? Is there going to be something built in the area that’s going to improve the value? or could it actually destroy the house? We have these different ways of looking at the situation.
12:08 I could have asked you to do the same with something in each quadrant
Now if I said to you, I want you to think about buying that dream home. But I want you to put something in each quadrant. Every quadrant has to have something in it. Absolutely, you could come up with answers, and you could come up with answers that you are really happy with.
12:24 Approaching any project you’ll have a go to approach
But the point is we don’t think that way. We think in our areas of dominance. So if you approached a project, if someone said to you right develop a new product or service for your business. If I asked you, how would you approach that? You could come up with it in very different ways.
12:48 Some will go straight to the plan (green thinking)
Some of you are going to go straight to the plan. You’re going to go, what are the risks? What do I need to do? What steps do I need to take? How long have I got? You’re going to plan, plan, plan. So very green thinking.
13:01 Some will go for the why and the big picture (yellow thinking)
Some of you are going to ask the why questions first. Why are we doing this? What are the outcomes we want from this? What are the future results we want? How do we want to grow with this? So you are looking at the upper right part of the brain, the yellow part of the brain. You’re looking at the conceptual ideas.
13:20 Some will delve into the numbers (blue thinking)
Some of you will go straight to the numbers. What’s the budget? How much money have we got to spend? What information do we need? What facts do we need to collect in order to make sure that this thing works? How much research do we do? How much competitive analysis do we do? So those are all the facts questions, the upper left.
13:40 Some will focus on the people aspects (red thinking)
And then there’s those of you that will ask the questions about the people. How are our staff going to react? Are they going to be overwhelmed by having this? How is this going to make our customers feel? Are they going to be really happy? So are we talking about the people aspects?
13:54 Every single one is right! No approach is better
And the thing is, every single question I mentioned is perfectly valid. There is no right or wrong here. There is no preference.
There is no quadrant that is better than the other. They’re all equal. They have equal strength.
But when we think you will find that you have a go to preference, it will be either the A blue, analytical. It’ll be the B green, plan sequential. It’ll be the C feeling emotional and people, red or the D yellow quadrant, the experimental ideas conceptualising side.
14:34 My thinking preferences are yellow and blue
So you will find you will typically have a go to or a couple of go to areas. So for instance, if you are like me, yellow and blue dominance, then I will tend to ask questions about the facts or deliver the facts and think about the ideas about the future, where’s the future? What other things could we consider here?
14:54 I love brainstorming (which many yellow people love)
So I love brainstorming, for instance, brainstorming is awesome. Coming up with lots of amazing ideas. That’s a very yellow thing to do.
15:02 I love reverse engineering (a blue thing to do)
Whereas a really blue thing to do is to analyse all those ideas. Chuck out the ones that don’t work. Get the facts and figures in. On the blue side, I love reverse engineering, a thing that I love doing. I love to work out why something is the way it is and that’s a very blue approach.
15:20 Don’t I care about the people?
For those of you who might have guessed as you sort of think, wait a minute here. But you do a lot of talking, you do a lot of stuff with people. You help a lot of people. You’ve got a mission to help a million people. How come people doesn’t feature? And it certainly doesn’t mean I don’t consider people. That’s not it at all.
15:37 Red is not my go to
But what it does mean is that it’s just not where I go to first and something that I’ve noticed in this because I was a bit frustrated when I got these results to be honest, because I was like, whoa, wait a minute.
15:49 I’ll help them by answering the question
But one thing I do notice if somebody asks me a question, so they send me a message or whatever, and they ask me a question, my immediate response, fact, logic, answer, and I just give them the answer to the question, and then I go, oh, whoa, whoa, wait a minute here. I forgot to kind of ask them how they were.
I kind of forget that nicety stuff because I’m too busy giving them what they asked for, which to me is helping them and is doing what they required. But unfortunately, it’s also forgetting about that people aspect. And the large part of that is because the lack of the emotional side of that aspect.
16:28 Clusters can mean people show their preferences in different ways
So within each of these quadrants, we have things called clusters. So, for instance, someone in the A. cluster actually may not be great with numbers, because it’s not just all about numbers, there’s other parts to that as well.
And the same with the red cluster. I’m actually very dominant on the teaching and the expressing side of it, as you may have worked out, but I’m very weak on spiritual, emotional, and on musical which fit in that area as well.
So you can be really dominant in parts and weak in others, which is why two people with exactly the same preference codes, the exact same way they think may actually have different ways that they exhibit their tendencies, their preferences.
17:15 Before you make your next decision ask questions each quadrant
When you are going and tackling a decision, the next decision, one thing I suggest you do, and this is part of our actionable education, is I want you to think like this, before you make that final decision, go round the circle go and ask these questions
Ask the blue numbers and fact questions
From the blue from the analytical part of the brain. What do you know? What facts do you have? And what are the numbers? Answer those questions.
17:44 Ask the green planning and risk questions
From the planning, the logic part of the brain, the detailed sequential part, and also the risk part, the green area, the B, what are the risks around this project and what plan can we put in place so that we have a better chance of its success?
18:02 Ask the red people and emotion questions
From a C, from a people from a relationship approach, what are you feeling? What are the people that are going to be exposed to this feeling? How can you make sure that we bring the people along and keep them happy and engaged?
18:16 Ask the yellow what does this hold for the future questions
And then the D, what are the opportunities for the future? Where could this lead?
18:23 Answer all areas before making your final decision
Make sure that you’ve answered all those questions before making your next decision. Really think about it. So really challenge yourself to think all over that brain. So no, like I mentioned earlier, this is not limitless. We’re not suddenly tapping into all these firing cylinders in our brain.
18:41 HBDI® profile and debrief is also great for communicating more effectively
But what we are recognising is that there’s areas in our brain that we don’t utilise as much as we could. It’s not that we aren’t capable. We are, it’s just that we don’t go to them as a preference. Now, this can also be why we get frustrated in our communications with others.
18:58 Do some interactions with some people frustrate you?
We might be communicating with someone and we’re just like, oh my gosh, I just wish they’d get to the point. Because if you’re a person that likes to be concise and precise, which a lot of people in the blue, green, the left brain people are then a person that’s yellow, ideas and all concepts and red, emotion and feeling and all fluffy, those two people are going to find it challenging to get along if they don’t respect each other and don’t respect what the others bringing to the table.
19:26 HBDI® Certified Practitioner
So one thing that’s really good to do is to learn your own profile. The way to do that is to come to someone like myself. And I am an HBDI® Certified Practitioner. I can run through with you the HBDI® profile. So what happens is you pay a fee, you then get sent a questionnaire of 116 questions, and it’s deliberately designed to challenge you in places. You’re going to get frustrated in places and that’s OK.
19:56 The HBDI® profile is 116 questions and we review the results in a debrief
You complete your 116 question questionnaire, and then I will receive the results and I will go through it with you in a debrief session. In that debrief we will go through more about what the HBDI® is about the Whole Brain® Thinking model and what it means and how you can apply it.
20:15 There is no labels or judgement
When I look at something like DiSC profiling, you see the word dominant and it just sounds icky. It just sounds a bit like it’s a nasty thing, whereas this doesn’t have any of those kind of labels. We are not talking like that. And as we said, it’s not talking about your capabilities. It’s talking about your preference. Where do you start thinking?
20:33 Thinking in one area doesn’t mean you hate another area!
And another good example of this was when I was doing my certification. There was a gentleman on there that was a principal at a school. When he went under pressure, he basically almost went to zero on the red, on the people side and you’re thinking, but wait a minute, mate you’re a principal, you have all the teachers and all the students how can that be?
20:57 His planning was all about the people, but it was planning
The reason it could be is because when he was talking, it was really interesting, so he goes heavily into the green, heavily into the planning. And when you look it, the planning was all about the people. And so he was talking about I needed to make sure that the kids had their packs at home that they had devices they could study on and blah blah blah.
So he was actually talking about making sure the kids and that were looked after. But he did that through planning. So his green went off the scale but his red shrunk up to nothing. That did not mean he didn’t think about people. It was just that he thought about the plans that made the people happy ultimately.
21:37 HBDI® is non judgemental
So that’s why I love this tool because it’s not judgmental. There’s no judgement in it. There is no point trying to fudge a result because it achieves nothing for you. All we’re trying to work out is where do you go to first and to make you aware of the other areas that you can fill in the gaps for. So that’s why I love it.
21:56 Each quadrant in the brain
I’ll just give you another little thing about each of the quadrants, and then we will wrap up.
22:02 Quadrant A – blue thinking – upper left
So quadrant A, the analytical quadrant, the blue quadrant, the top upper left, it is about facts. They don’t want fluff they like technical accuracy. They like well-articulated ideas, data, and charts and be brief, clear, and concise with your information.
So if you are dealing with somebody like that, now think about the type of person that might fit that bill, accountants, engineers. They’re typically people that have that type of thinking. So if you’re dealing with that type of person, make sure you’re including those things in your conversation.
22:39 Quadrant B – green thinking – lower left
If you are dealing with somebody that likes detail, OK, they’re green, they’re detailed. They’re a B, quadrant they are lower left. These ones love rules and procedures. They like to have step-by-step instructions and by gosh, do not skip an instruction.
22:58 Be careful of skipping a step in a sequence
If they’re a person that loved sequence like that, I had an example, I had a client and I went A-B-C-D-F. Why did I do that? Because the E was not relevant to the situation. They didn’t need to do E, A..B..C..D..F, what about E? You forgot E and I said, no, no I didn’t, I left out E because E’s not relevant to you. And she just couldn’t move on because she was like, hamstrung, like, but what’s E? I need to know what E is, and I’m like, oh, my gosh, OK, so E’s this blah blah blah, therefore, you don’t need it because of blah blah blah.
And you’re just going seriously? I’m thinking huh, but it’s because I don’t think sequentially. That’s not the way I think. I think scattered. I think entrepreneurial yellow ideas. And so for me, that was frustrating. But for her, she was frustrated I left gaps out.
23:54 Even if you don’t have that preference, that thinking type can still impact you
But to go back to the point that it’s not about capability, I still get frustrated when people leave out steps in sequences. I’ve had that a few times with website stuff where you’ve gone on to say SiteGround or something, you followed steps, how to connect your website or something, and then something doesn’t work. And then you find out it’s because they left out one step and I’m like, why don’t you just put that in there?
So we all can experience whole brain at times. It’s just that that’s not my go to. And so I find it harder to communicate in that area.
24:27 Once you know each other’s HBDI® profile you can communicate better
The thing is, once you know these things, you can communicate better with that person. So for instance, I know now that my new assistant, she is very green, which is awesome, because she’s filling in the gap that I don’t have.
And she’s also very red. So green and red fills out my gaps in those areas. Her gap in the yellow particularly is great because I fill that in, so together we have really good Whole Brain® Thinking, which is awesome as long as we recognise it.
24:56 Differences can fill in gaps or cause issues
So I need to make sure when I’m communicating with her, I make sure that I put every single step in the process. I don’t skip over something or gloss over something because I think, oh, that’s easy, she’ll just get that. No, I need to make sure it’s there.
And once you do that, you’ll find, oh, this makes life so much easier when we can communicate with people. So the other things that are in the green space, apart from that step by step, and the rules and procedures, is they like things in writing, and they like things in advance. They don’t like things sprung on them in surprise.
They like to have contingency plans in place, and they don’t like to digress they like to stick to the point. So they hate the fact that I just went off on that story because it was digressing.
25:36 Quadrant C – red thinking – lower right
Red the relational quadrant, the C quadrant, the bottom right, that one is all about people feeling, spiritual, etc. So they’d like to have open and informal discussions. They’d have expressive body and voice. Clearly, I have that expressive part, even though I don’t have other areas. Introductions and conversation, so they like to have that chit chat. They like to do that small talk before they start.
They don’t like to have hidden agendas, and they do like to have a conciliatory approach. They like to make sure everyone’s onside and everybody’s happy – we’re all in it together. So that’s your red approach.
26:12 Quadrant D – yellow thinking – upper right
And the final sector, the upper right, yellow quadrant, which is the conceptual kind of stuff. And this is where a lot of entrepreneurs are going to have a dominance. So when I see entrepreneurs do this HBDI® profiling nearly always that yellow one is one of the dominating factors, and it’s about concepts, it’s about visualisation, it’s about metaphors, it’s about minimal details, but big picture overview.
26:39 Combine the dominant quadrants
Now, the thing is, when you combine your quadrants together, this is where at times it can make sense and at times it can conflict. So I like the big picture and overview, the minimal details, but I also like facts and detail. So it’s combining those two together that give me, me.
And then other people will go, no, I don’t want any of that stuff I just want to have that nice little chit chat. You know, they’re more red and fluffy. So you have got to work out what is right for you.
27:12 The HBDI® profile allows you to know your profile without guessing
So this profile tool, the HBDI®, allows you to work that out without having to guess, and it actually gives you a lot more detail into how to work with it.
27:20 For others you can ask if they’ve had an HBDI® profile or guesstimate
But what you can also do is guess in others what they are. So by guessing in others, you can make sure that you fill in gaps. That you speak to them in the way they want to be spoken to.
For somebody that loves numbers, you make sure you include numbers in the conversation.
27:38 As a business owner Whole Brain® Thinking helps you improve your communication
But it also means as a business owner, one of the great things you can do is use Whole Brain® Thinking in all of your communication.
27:46 One person focus on preferences, multiple use Whole Brain® Thinking
When it’s the one person, just stick to what their preferences obviously are. But when it is to everybody else, you’re talking to a mass group of people so on your website, for instance, make sure that you look at all four areas, all four quadrants.
Have I included some analytical? Have I included some relational? Have I included some practical planning? Have I included some experimental or some future what if? stuff. Make sure you’ve included all of it.
28:18 Colour code your copy and make sure it’s an even mix
A good way to do it can be colour coding your copy. So when you’re writing copy to make it red, blue, yellow, and green, and then make sure that you’ve got a reasonable balance across the page. Typically you want to start with yellow, open the ‘why’, the ‘what if?’ kind of thing, and then bring in all those other areas and then maybe finish with that big picture as well.
28:39 You can contact me to get an HBDI® profile and debrief
That is a very quick introduction to Whole Brain® Thinking and the HBDI®. I would love for you, if this has sparked your interest, to come along and have an HBDI® profile debrief done with myself. I can either offer as a one on one session with you, or to make it a little bit cheaper I can offer group training, small group training where we get together with a group of people and we run through the concept. You have your own profile and if you’re willing to share we can go through it with you and in front of the group.
You can also check out our HBDI Profile page here.
29:12 Whole Brain® Thinking can make your life and your business much better!
Keep an eye out for those sessions they will be coming up soon. Thanks so much for listening to the episode today, and I really hope this has challenged you to think about Whole Brain® Thinking and how you could apply it because, in all your decision making and all your communication, there are definitely ways that we can open up our whole brains and communicate better with our audience.
Thank you and we’ll catch you again soon.
29:43 Please subscribe, share, follow, review or comment
Thank you for listening to today’s episode of the FAQ Business Podcast available on all good podcast services. You can subscribe today via faqbusinesspodcast.com.au or directly on Apple iTunes, iHeartRadio or Spotify. Subscribe. Follow. Share. And where able review our podcast or leave us a comment on either YouTube or our blog page.
Thanks for helping us to help you – the small to medium businesses who are growing and want to make a difference. Look forward to connecting with you again on the next episode of the FAQ Business Podcast.
Today’s episode featured our host Jane Tweedy. Her details are as follows:
Jane is a Professional Certified Coach with International Coaching Federation (PCC with ICF), business advisor and trainer. She loves working with growing small to medium business owners who are doing the right thing, to help them do it right! Currently, Jane offers at least 50 live sessions a year to train small business owners.
Jane offers a variety of services to clients and her online school and membership site will be available before the end of 2021. Jane’s focus for 2022 is building the membership and offering implementable small group training – something she finds is often the missing link.
If you are interested in training, speaking, or anything else Jane has to offer, please connect via email@example.com or via the contact forms on our websites.
Jane is an HBDI® Certified Practitioner and has a preference code of 1221.
If you are interested in an HBDI® Profile and Debrief from an HBDI® Certified Practitioner please reach out to Jane after checking out: https://faqbusinesstraining.com.au/hbdi-profile-debriefs-and-whole-brain-thinking/
faqbusinesstraining.com.au – our main site with a great blog
faqbusinesstraining.com – our new online school
faqbusinesspodcast.com.au – ou podcast site
And on the socials …