Have you ever thought bravery was something some people were just born with? That it only shows up during a crisis – or that it’s not really relevant to your everyday life or work? My guest on this episode of The Ambitious Introvert® is here to challenge all of that!
Jim Moorhead is a keynote speaker, bestselling author, and trusted advisor to Fortune 500 companies. Drawing from his background as an Assistant U.S. Attorney, investment banker at Goldman Sachs, and law firm partner, he’s developed a powerful framework for building and modeling bravery – both personally and organizationally. His book, The Instant Survivor: Right Ways to Respond When Things Go Wrong, is a go-to guide for responding to adversity with grounded, intentional action.
In this episode, Jim breaks down the biggest myths around bravery, how leaders and teams can cultivate it (yes, it’s learnable!), and why consistent small brave actions matter far more than one-off heroics. Whether you’re leading a business, working in a team, or simply trying to show up more fully for yourself, you’ll take something away from this conversation.
Tune in to hear:
- Bravery isn’t innate – it’s a skill you can build over time
- Misconceptions about bravery that are holding people and companies back
- How companies that talk about, model, and reward bravery create space for innovation
- Why naming and celebrating bravery helps reinforce it across teams and cultures
- Ways to be brave every single day – no crisis required!
If you’ve ever told yourself you’re “just not brave”, this episode is your invitation to rethink that entirely.
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🌐 Jim Moorhead Website
◾️ Jim Moorhead LinkedIn
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Jim Moorhead:
I’d say a big through line in my life has been crisis management. And, you know, those crises really, you know, kind of focus the mind for executives and, you know, those around them because they appreciate that in that moment and for as long as the crisis lasts, they need to be brave.
They need to move quickly and hold themselves accountable and take brave actions and speak in an honest way. And so the best companies do that.
Emma-Louise Parkes:
I always know that it’s been a fantastic conversation when I interview someone for The Ambitious Introvert podcast, when I walk away and I’ve learned something that I didn’t know because I get super excited that you guys are gonna hear it too, and that it might spark the same in you.
However, in the case of this week’s guest, the wonderful Jim Moorhead, it wasn’t really about learning something I didn’t know, but it was the way he described the concept of bravery that made me question my own definition of the word and how I’ve been using it for the last 45 years.
Jim is a keynote speaker, a bestselling author and a trusted adviser to Fortune 500 companies. He draws on his career as an Assistant U.S. Attorney, a Goldman Sachs investment banker and a law firm partner, and helps leaders to take brave actions and helps organisations to unlock bold innovation.
Jim’s book, The Instant Survivor: Right Ways to Respond When Things Go Wrong, has become a go-to guide for responding effectively to adversity and crisis.
And in this conversation we talk about what bravery actually is — which, hands up, is completely different to the way I have been looking at it — ways everyone can cultivate bravery, how bravery exists in organisations and what happens when it doesn’t.
The misconceptions about bravery, which was a huge one for me and I know will be for so many people, and Jim’s own personal bravery practices and how he literally walks his talk.
I loved talking to Jim about this. I think anyone that is looking to do anything ambitious in the world needs to be brave, but ultimately needs to understand the why and the how behind it.
So I hope you enjoy this episode as much as I enjoyed interviewing the wonderful Jim Moorhead.
Jim, thank you so much for joining me on The Ambitious Introvert podcast today. You have a very dubious honour. Would you like to know what it is?
Jim Moorhead:
Of course, no, I’m curious right away.
Emma-Louise Parkes:
You are, to date, the only podcast guest that I’ve had a boogie on a dance floor with. Bet.
Jim Moorhead:
And it was quite. We were catching tension is my recollection.
Emma-Louise Parkes:
Cat. For a pair of introverts, catching attention is maybe not what people would want, but I distinctly remember — and I was not drunk because I didn’t drink, nor do I remember you — having a boogie up and down a ramp in this big room. And we were having a whale of a time.
Emma-Louise Parkes:
Yes.
Jim Moorhead:
And that was someone else’s idea for me. So I stepped up to it. Since I have a battle cry of Stand Brave.
Emma-Louise Parkes:
I figure if someone lays down a…
Jim Moorhead:
…challenge I’d better step up to.
Emma-Louise Parkes:
It’s really, that’s really interesting. And obviously we’re going to talk about your bravery angle.
But at that same event, which was like a three-day event, I decided on the second evening to skip dinner and go back to my hotel and — no, it was very overstimulating and a lot going on and I was quite tired and jet lagged — and someone said to me, “Don’t do that because you’re missing out, you’re wasting being here.”
And I had to say, “You know what, I have a brand that’s all about owning and managing our energy. So actually I, I have to do what’s the right thing and take myself off when I feel I need to recharge.”
And he went, “Yeah, that’s a fair point.” And then the next day I felt marvellous after eating room service in bed and going to sleep at 8:00. It was great.
Jim Moorhead:
Yeah well no, I’m like you, a huge fan of self-care because we’re really the only ones who will look out for ourselves and know when, as…
Emma-Louise Parkes:
…you’re suggesting, you needed to recharge and…
Jim Moorhead:
…that was the right thing for you. And then it also means you can, as you said, be better the next day and, you know, on your game.
Emma-Louise Parkes:
And that’s something for me — and I know a lot of my clients — that we really have to be cognisant of: what’s coming up.
It’s not so much like, “How do I feel right now in this moment?” but I have to look at, kind of, a week ahead in my calendar and be like, what’s coming up?
And at that event, the next day was a day of a lot of learning and it was a long day and I was like, “You know, I wanna be on my game for this. I don’t wanna be tired.”
Jim Moorhead:
Mm. Yeah, no, I love that. And I love also that something I’ve started to do, as you described, is…
Emma-Louise Parkes:
…look ahead to the next week and…
Jim Moorhead:
…start to think about, okay, what’s coming up and who are the people I’ll be meeting with and talking to and how can I connect with them and how can I, you know, as you said, be putting my best foot forward for them with the right energy.
Emma-Louise Parkes:
Oh, 100%. I love that. And thank you for being here in my energy today.
Jim Moorhead:
Oh no, I’m so pleased.
Emma-Louise Parkes:
So we are going to talk bravery, which is a very interesting topic to my audience and, ironically, I recorded another podcast interview earlier today with a psychologist and we ended up talking a little bit about bravery.
So I think it’s very, it’s very timely that it’s come up again.
But first of all, so we can connect the dots and see where you get your wonderful expertise from, tell us a little bit about the work you did previously and particularly the kind of crisis management and crisis awareness work.
Jim Moorhead:
Sure. So I think that I came to bravery first from my experience as a federal prosecutor. And there was really no choice but to be brave, because if you were going to be doing the right thing for crime victims, you needed to be a strong advocate for them and be a consistent advocate for them and be ready to, you know, face off against defence lawyers and federal judges and, you know, the folks who would throw obstacles in your way.
I’d say a big through line in my life has been crisis management. And, you know, those crises really, you know, kind of focus the mind for executives and, you know, those around them because they appreciate that in that moment and for as long as the crisis lasts, they need to be brave.
They need to move quickly and hold themselves accountable and take brave actions and speak in an honest way. And so the best companies do that.
My experience also — and I think this is true for us as people too — is that when a crisis is over, the reaction is generally, “Oh thank God that’s done. I don’t like, you know, I don’t want to deal with that bravery stuff anymore. That was exhausting.”
They would say to me, “Jim, we don’t want to see you anymore.”
And so I think where we want to be as both humans and leaders within organisations is to really have sustained bravery so that it’s not, as they say, one and done.
And what I really work with people on in my Stand Brave framework is to be brave for a moment, brave for a duration, and then brave for a lifetime.
Emma-Louise Parkes:
The one other thing I mentioned, Louise…
Jim Moorhead:
…is that I wrote a book called The Instant Survivor: Right Ways to Respond When Things Go Wrong. And I really was able to interview successful people about their own experiences in overcoming personal and professional challenges.
And they did it by being brave.
Emma-Louise Parkes:
I love it. I have so many questions that I can ask you. I, you know, I was pondering this before we recorded today because it’s afternoon here and every time I’m recording with a guest I always read their bio, look through their website and for a few days before and, you know, kind of let it all percolate in my brain.
And one of the things that I was reminded of as I was preparing for this is when I left my job to take my business full time. Someone said to me, “Oh, that’s really brave.” And I thought that was the most ridiculous thing I’d ever heard because how? I’m not like going to war or, I don’t know, like running into a burning building or any of these things that in my mind were brave.
But it’s very interesting that from that person’s external perspective, yes, I was giving up a well-paid job, a secure job with benefits, and yes, there was a risk involved, but that was their first thought — “That’s really brave.”
Like, how does bravery, you know, how do we know whether we’re being brave or not? Can we be brave without even knowing it or do we have to actively decide to do something courageous?
Jim Moorhead:
That’s a fantastic question. I think maybe the first thing I’d mention — one of the expressions we used a lot when I worked on Wall Street — is that there’s a lot of room between 0 and 100, and so bravery too operates in that span.
And so you were, for example, referencing what we were, obviously super brave moments of people, you know, going into burning buildings — that would be maybe up on the hundred scale. But then, you know, down below that, kind of what is brave to you might be very different for someone else based on their experience, their capability, their outlook about life.
And so, you know, I think what you were doing too was brave in, you know, leaving your full-time job. But how you kind of assess it from your own perspective — if you didn’t, then fine, you know, you charge ahead.
I think it nevertheless is still good to be aware, as you mentioned, of risks because bravery is not taking reckless, you know, crazy steps. That’s just stupid.
So I think we should always be kind of calibrating our bravery to make certain it makes sense for us, for our organisation, for, you know, people around us and, you know, go forward assessing the risks with that in mind.
Emma-Louise Parkes:
I know the work that you do within organisations is so important and transformational. Can you give us an example of when leaders adopt a brave attitude? When they step into being able to show up in that bravery, what is the impact that it has?
Like, what is the ripple effect with their teams, with their self-confidence? All of these things.
Jim Moorhead:
Yeah. So I think that, I think from a young age we admire bravery and we don’t necessarily define it, but we kind of know it when we see it and experience it.
And I don’t think we ever lose that admiration. In fact, I think sometimes that we don’t talk about bravery because we make it, you know, kind of a — either yes or no — type of binary thinking, which is: if I’m not brave…
Emma-Louise Parkes:
…that means I’m a coward and a wimp.
Jim Moorhead:
So kind of don’t talk to me about bravery.
But because it is such a valued trait and attribute, when leaders do step into situations — and I define bravery as taking positive…
Emma-Louise Parkes:
…action in the face of fear, uncertainty and change. And that’s the world we live in.
Jim Moorhead:
And so when they do that, then their teams know it, and they spot it, and they admire it.
And the effect of doing it is not only to inspire everyone around them, but also, as I think you suggested, Emma-Louise, to inspire them to take more brave action and to help others be brave.
And if you do that as a leader, you’ve taken a giant step forward in creating the growth and innovation that you’re looking for.
Emma-Louise Parkes:
I have a long-term private client who’s a wonderful person, and she uses the word “brave” quite a lot. And this is why I asked — because as she pushes gently outside of her comfort zone on a regular basis, she will say, “I took a small brave action.”
And I have seen, over the years of coaching her, the impact that that has had — the compound effect of how those small brave actions have added up to an identity of being brave and the confidence in being able to take bigger actions.
Jim Moorhead:
Yes. And actually, that’s exactly my experience. And it’s also the experience of, you know, people who kind of live in a brave world.
So Buzz Aldrin, who was one of our astronauts, says that bravery is “the gradual accumulation of discipline.” And he’s really — you know, the wonderful meaning of that, I think, is that:
Number one, everyone can be brave.
Number two, that it is a learned skill.
And number three, as you suggest, that by being brave, as your client has started to do repeatedly, they get more comfortable with it, they get better at it, and it really, you know, becomes kind of woven into the fabric of who they are.
Emma-Louise Parkes:
What is something that you hear about bravery that you go, “Oh, no, no, no, no, no, no. You’ve got it all wrong”?
I mean, something you touched on — there was this idea of like black-and-white thinking, which I can fall into sometimes, of “No, that wasn’t brave.”
And you’re saying, “Oh, there’s a spectrum.” So maybe it was like, you know, 78 brave rather than… rather than a hundred brave.
But what kind of misconceptions do you come across before people truly understand the depth of the work that you do?
Jim Moorhead:
Well, I think — yeah — and I might call them kind of myths about bravery. Some people think that brave people are born brave, and as we just talked about, that’s not true.
People choose to take brave actions despite their fear.
The second thing — you know, people will kind of, you know, make excuses for their own inaction. They’ll, you know, say things like, “You have to be special to be brave,” or, “I’m not brave because my fear of being brave is special.” And, you know, that’s generally not true.
I think the other thing people think is that they can tap bravery when they need it, even if they haven’t practised it.
And there’s a great expression from a Navy SEAL, which is, “When something, you know, demands your bravery, you don’t rise to the level of the occasion — you fall to the level of your training.”
And that’s true for us, as far as our bravery goes. You have to build the bedrock of bravery and understanding it and practising it. It’s not a spectator sport. You actually have to get in the pool and do it.
Emma-Louise Parkes:
You don’t have to start in the deep end, you can start in the…
Jim Moorhead:
…shallow end with some small steps and build up.
And then I think the other kind of overarching thing is — I think some people feel within organisations that bravery is optional. But it’s not. The companies that outperform have an enterprising culture that’s open and honest and invites change and innovation and reinvention.
And the way they achieve that is through shared bravery.
Emma-Louise Parkes:
So bravery is a company culture?
Jim Moorhead:
Well, yes. Bravery — I would say that you want an enterprising culture in the way I described it. But the way you achieve that is by being brave.
You have the honest conversations. You point out a problem when, you know, on a project. You suggest a better way to do something.
You are, you know, encouraged to be innovative and fail and to be embraced when you do fail.
So that kind of culture invites and inspires and encourages brave action.
Emma-Louise Parkes:
So I’m imagining that I’m an employee — which is a long time in the past — but that in this type of culture, I could go to someone and say, “Hey, I’ve got this idea that I think could make things better.”
Or I could say, “Hey, I don’t think we’re doing this very well, and I think we maybe need to change things.”
Jim Moorhead:
Yes, that’s exactly right.
And if you have that kind of open and honest culture, it really then generates that kind of freedom. And that’s what I think people, you know, want at work — is the freedom to bring their whole selves and express their ideas and to have their ideas valued.
Because right now, I think one of the reasons a lot of employees are so disengaged is because they don’t think that anyone really wants to hear their ideas, or that even if they offer them up, that anything’s going to happen.
Emma-Louise Parkes:
And that’s such an unfulfilling place. I think when you know you’ve got something to contribute to the conversation — whether or not it actually turns into something — but that feeling, and I’ve had this previously, of despondence, of “I know that I can go take this to someone and nothing’s going to change.”
It’s just going to carry on being the same, even though I’ve voiced my concerns. That’s really kind of disheartening.
Jim Moorhead:
Yes, that’s right. So there’s that disheartening aspect — and I love that word you used.
And then there’s also — we know — a high percentage of disengaged employees. And I think the beauty of encouraging bravery is that when you’re brave, you’re not bored.
Because you are challenging yourself to take uncomfortable actions, to act in the face of fear, to have conversations that you might try and avoid, to put your hand in the air when you spot a problem, to do things which might make you uncomfortable — but that will be a much more kind of riveting experience at work than being disengaged.
And of course, you know, I love your point.
Emma-Louise Parkes:
There’s risk to putting your hand in.
Jim Moorhead:
The air, if you don’t have a receptive culture or leader of your team, or if you, as a leader, are lonely and trying to be brave as a solitary figure.
Emma-Louise Parkes:
And this is why we had the culture a decade or so ago, very much of the whistleblower, where people were coming out — especially in these companies — and this one really pains me because I’m from an aviation background, but Boeing was endemic with toxic culture, where people could not speak up.
And then people come out and say, “We knew this was happening. We couldn’t speak up. No one would listen.” So yeah, at a lower level, like you say, it’s disengagement, it’s disheartening — but at a higher level, it can be actually catastrophic.
Jim Moorhead:
No, that’s right. It can certainly be life-threatening. And I think one of the things that can go on in culture — and eager for your reaction to this, Emma-Louise — is that there’s almost a “play it safe at all costs” kind of communication culture where it’s like, okay, don’t disagree, don’t hurt anyone’s feelings, and we’re all going to walk around on eggshells.
And if I get through the day and I haven’t made a misstep, that’s a good day. Well, that’s not going to be the kind of culture that’s leading-edge, that will outperform its competitors. That’s going into a defensive crouch — and that’s not a comfortable place to live or succeed.
Emma-Louise Parkes:
I feel like in choosing comfort, you’re sacrificing innovation, potential growth — the amazingness — for day-to-day “oh, this feels nice and everyone’s happy and there’s no conflict” kind of thing.
But by living in that space, there’s not any growth. Funnily enough, I put an email out this week to my email list saying one of the things about the people that coach with me is they want to be critiqued. They don’t want a yes-person.
Quite often, they’re very high performers. They don’t come to me and say, “Tell me what to do.” They know what they want to do. But they’ll say, “Hey, can I get a sense-check on this? What am I missing? Could this be better? Tell me if I’m wrong.”
They want someone to actively say, “Have you thought about this? I’m not sure if that’s a good idea — because of this.” They want to be critiqued. They want to be told that they maybe missed something before they go ahead and take action.
Jim Moorhead:
You know, I love that. And you’re right. I think the better companies — and we know this — try to create a culture of instant feedback and more regular feedback. Because the annual reviews occur when too much has happened, too much has gone by, and there isn’t that in-the-present-moment connection.
And I think, going back to the “niceness” point — that tends to mask issues that may exist. And that only contributes to that disheartening feeling people have, which is: not only am I not listened to, but no one really cares about me. Because they’re not giving me the feedback that would help advance my career, improve my work on projects, fine-tune my skills.
Emma-Louise Parkes:
That’s something they shifted in air traffic when I was still there. We used to do an annual check on your licence — so someone would assess you. They would be kind of monitoring your competency throughout the year, but it was one big annual check, one big sign-off, one chat like, “Are you still enjoying the job?” and all of that.
And they moved it now to more quarterly reporting, and an onus on the competency examiners to actually be submitting things quite regularly — whether someone’s done something good or bad.
Before, it was that you only got spoken to if you’d done something bad. But they’ve changed that because they were like, actually, if someone deals with an emergency really well, or if it’s a really bad weather day and they pull together and work well as a team — we want all of that documented throughout the year. Not just wait, you know, because it could be like you say, 364 days later, and that’s a distant memory.
Jim Moorhead:
Right. One thing I’d just like to bring up about bravery is that people listening might think, “Well, okay, I get this about being brave, but why do I want to be brave?”
That is such an important question. The answer to that question supplies the motivation to be brave. Everyone has to come to their own thinking about that.
Emma-Louise Parkes:
Come to their own thinking about that.
Jim Moorhead:
It’s not what I might tell you, or what you might suggest, or your boss, or what you might read in a book. It’s what you want for yourself — who you want to be in the world, how you want to be seen, how you want to be thought about by the people around you and throughout the company or organisation.
So that’s kind of fundamental — the why of bravery.
But another important thing — I’m sure people might also be thinking, “Well okay, I hear this about being brave, but it still sounds pretty risky.” There was a study done by a couple of Harvard professors who determined that we have a natural bias to overestimate risks — and that leads to inaction.
So we just have to be kind of aware of that — that we have that bias to overinflate potential problems with our actions. Yes, there are risks. But don’t put an extra amount of helium in them to really blow them up into big balloons.
Emma-Louise Parkes:
Yeah. We can be very disproportionate in thinking about what could go wrong.
Jim Moorhead:
That’s right.
Emma-Louise Parkes:
Something you said earlier that I really want to come back to — which kind of ties in with what I shared about my client — you said that people think they can rise to the level of bravery that’s needed when there’s a crisis or something goes wrong. But actually, they’re going to fall to the level of their practice and their experience.
Jim Moorhead:
That’s right.
Emma-Louise Parkes:
So for someone listening who’s like, “I do want to do something that requires some bravery” — whether it’s leaving a job, running into a burning building, or jumping out of an aeroplane — what actual tangible steps can they take to start to practise and cultivate that?
Jim Moorhead:
Well, I like what you said earlier, which is starting slowly. For example, at work, and you don’t need to take…
Emma-Louise Parkes:
…a giant leap off the diving board.
Jim Moorhead:
You can kind of start with small steps.
Emma-Louise Parkes:
Getting into the shallow end of the…
Jim Moorhead:
…pool. And things like that would be: maybe you spot a co-worker who’s having what looks like a challenging day, and you could offer help.
Maybe you’re having a challenging day and you might ask for help.
Maybe you could, in a gentle way — if you don’t want to be too hot and heavy about it — suggest, “Here’s maybe another way we could do this.”
Maybe you can spot a…
Emma-Louise Parkes:
…problem that other people haven’t seen and raise that.
Jim Moorhead:
Right. And by the way, it’s very possible that you might do one of those things and it won’t “work out”. But the answer to that isn’t, “Bravery doesn’t work for me. I’m done with that.”
Emma-Louise Parkes:
Bravery doesn’t work for me. I’m done with that.
Jim Moorhead:
Done with that bravery.
Emma-Louise Parkes:
My brave days are over!
Jim Moorhead:
Right! It’s to stay with it. And also just start to listen to your body about how you react to…
Emma-Louise Parkes:
We all have fear.
Jim Moorhead:
That’s not something to be ashamed about.
Emma-Louise Parkes:
It’s not unusual.
Jim Moorhead:
We live with fear. And so it’s really a matter of practising, recognising that fear, taking action in the face of it. Start small — but keep doing it.
Because then it becomes woven into your fabric. You’re looking for opportunities to be brave. You feel comfortable doing it. You feel comfortable assessing the pros and cons of when and how to be brave.
Emma-Louise Parkes:
I love that you…
Jim Moorhead:
Does that make sense?
Emma-Louise Parkes:
Totally. I love what you said — almost like: “I tried being brave once and it didn’t work. Not doing that again!”
Jim Moorhead:
Done with that bravery.
Emma-Louise Parkes:
Done with that! But I know what I’ve seen — looking back at my own journey — and though things didn’t necessarily feel brave at the time, and also with that client I mentioned and others who maybe haven’t used the word, what I’ve seen is that when they’ve taken that uncomfortable action, when they’ve spoken up even though it goes against the grain — whatever happened afterwards, they felt better for it.
They felt a sense of pride or integrity — like, I did the right thing.
Jim Moorhead:
That’s right. It’s very self-affirming, and it’s also magnetic. Because, as we talked about earlier, when colleagues do brave things, it reassures others about their own bravery. It inspires others to be brave.
And that’s part of the culture you’re trying to build — where people understand bravery is important for personal growth, for the growth of the company, and it’s encouraged. Ideally, it’s also rewarded.
If you do brave things, it will be noticed. It will be honoured. And if a company’s really doing it right, they hire for bravery. They promote brave people.
Bravery isn’t a perfect game — you’ll make mistakes, things won’t work out. That won’t necessarily be your issue. But you want to embrace failure and have people feel they can…
Emma-Louise Parkes:
Make a poor dive off the board.
Jim Moorhead:
Right — and that’s no problem. You get back on the board again. It’s all fine.
Emma-Louise Parkes:
You shared very graciously that you were challenged to dance up the ramp. And as someone who has bravery as their message, you have to walk your talk.
What are the ways you ensure that you keep cultivating bravery in your own life and business?
Jim Moorhead:
One of the things I do, which helps, is talk about bravery — because it’s not a topic people generally do, right? They don’t wake up thinking, watch me, I’m going to be brave today.
So I find talking about it helps keep it top of mind and in my body.
I’m also always on the lookout for people doing brave things. I treasure them. It could be whistleblowers, leaders, or someone rushing into a burning car to pull a stranger out.
I try to learn from and absorb the bravery happening around me. They’re our brothers and sisters in bravery, and I let them inspire me.
Emma-Louise Parkes:
Oh I love that so much. It’s like you’re being expanded by seeing other people’s bravery — it’s like a bravery radar.
Jim Moorhead:
Yes, that’s right — spiritual bravery radar! I call it bravery surround sound. I’m hearing it, seeing it, internalising it.
Emma-Louise Parkes:
I love it. Jim, thank you so much for sharing all of your wisdom and experience on bravery.
I’m going to pop all of your links to your website, your book, etc. in the show notes so anyone that wants to connect with you and learn more can do so there.
But before we wrap up — we touched on self-care briefly — what is one non-negotiable practice in your life that makes you better able to perform?
Jim Moorhead:
I would say it’s music — and music of all types: classical, pop, country, rock and roll.
I tap into different types depending on what I feel I need. Music produces so many feelings I want — calm, beauty, joy, honesty, vulnerability — the full range of human emotions. So that’s really my go-to.
Emma-Louise Parkes:
That’s a wonderful one. Thank you so much for sharing — and thank you for coming on The Ambitious Introvert. I hope we get to connect again in December and have another dance if that’s possible?
Jim Moorhead:
Oh no, that’s mandatory.
Emma-Louise Parkes:
That’s mandatory. Okay.
Jim Moorhead:
We had so much fun the last time — we’re doing it again.
Emma-Louise Parkes:
Thank you so much, Jim.
Jim Moorhead:
Oh, it’s fantastic to talk with you. I really, really enjoyed it.
Emma-Louise Parkes:
Thank you for tuning into this week’s episode. I hope you’re feeling expanded to what’s possible, motivated to take action, and inspired to own your energy.
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